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Hoe uw aanpak het succes bepaalt21 juni 2018

Vergroot de voorspelbaarheidvan uw (ERP) implementatie

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De wereld veranderd…

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Technologischeontwikkelingen

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Organisatiesveranderen?

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Hoe transformeer ik mijn business?

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DIGITALE TRANSFORMATIE

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PwC

Hoe geef je vorm aan een digitale transformatie?

5 5

Business

BBusiness Model & CaseInsight-Driven Strategy

Operating Model

Process DesignTax & Risk Management

Transformation Roadmap

Capability Building

Experience

XExperience StrategyEthnographic Research

Experience Design

Journey MappingUX Design

Product Design

Change Design

Technology

TEmerging Tech EvaluationTechnical Architecture

Data Model & Visualization

PrototypingSecurity & Privacy

Build & Implementation

Managed Service & Optimization

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PwC

Aanpak Digitale Transformatie

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CapabilitiesBusiness ModelsArchitecture &

Roadmap

Customer &EmployeeJourneys

Prototypes

PwC’s Digital Services

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Van business modelnaar….

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Archetype

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Technology-enabled

- Technology anddata-centeredvalue propositionof product

- Physical productonly enables theservice

Transaction-oriented

- Business Modelfocuses on directselling in largevolumes

- Automatedtransactions likeself-orderingsdevices (Coffeemachine orderingautomaticallycapsules whenempty)

CustomerExperience

- Enabled throughdigital customerinterfaces, touchpoints andchannels

- Digital profiles andcustomizedservices enablepersonalized offers

- Aggregatedcustomer datafrom e.g.connected devices

Solution-oriented

- Digital servicesaround customerenvironments

- Complex integratedend-to-end solutionto a broadercustomer situation(e.g. connectedmobility offerings/smart homesolutions)

Open Digital

- Flexibleinterfaces tosuppliers,partners,customers

- Embeddedproduct in aneco-system forpotential co-creation andadditional value

Capability reference model19

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PwC

d.Quarks capabilities

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DIGITAL STRATEGY

Value Enablers

Digital Trend Detection

Digital Value Chain

Value Design Value Creation Value Delivery

Digital R&D

Digital Incubator

Digital BusinessDevelopment

Supply Chain Integration

Smart Logistics & Transport

Supply Chain Intelligence

Smart Manufacturing

Digital Marketing

Community Management

Smart Portfolio Lifecycle

Product & Service Exposure

Sales & Customer Analytics

Smart Commercial Model

Customer Engagement

Omni-Channel

API Management

Finance Procurement

Digitized Sourcing

Digital Vendor Ecosystem

Procurement Intelligence

Technology

Agile IT

Digital Trust

Data Lifecycle

Mobile

Social Cooperation

Culture HR Legal

Service-Oriented TechnologyMgmt.

Infrastructure Management

Big Data

IoT

Agile Collaboration

Participation

Digital Culture Development

Workplace Design

Strategic Workforce Planning

Personalized Employment

Digital HR Operations

Individualized Develop. andCoaching IP Management

IT & Media ContractManagement

Privacy ComplianceManagement

Digital Employability

People PerformanceManagement

Enterprise PerformanceManagement

Digital Finance Operations

Digital Costing

Strategic Business Alignment

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PwC

Digitale transformatie raakt dus meer dan alleen technologie

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StrategiePersoneel &

vaardighedenTechnologie Processen

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Waardoor falen projecten?

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DIGITALE TRANSFORMATIE

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Waarom falen transformatie projecten zo vaak? (1)

0% 5% 10% 15% 20%

Beteiligte nicht ausreichend…

Unzureichende Motivation

Schlechte Kommunikation

Schlechte Qualität der…

Unzureichendes Budget

Falsches Projektmanagement

Unklare Ziele

Fehlende…

Strategieänderungen

Änderung der…

Unzureichende Ressourcen

Zieländerungen

Schlechte…Onrealistische planning/gemiste deadlines

Wijzigingen in scope

Onvoldoende middelen

Wijzigingen in de omgeving

Strategie wijzigingen

Gebrek aan topmanagement ondersteuning

Onduidelijke doelstellingen

Ontoereikend project mngt

Ontoereikend budget

Slechte kwaliteit vanleveranciers

Gebrekkige communicatie

Ontoereikende motivatie

Onvoldoende stakeholderbetrokkenheid

Top 3:50% zijn internefactoren

1e reden2e reden

Figuur 1: Reasons for transformation failure.Bron: Insights and Trends: Current Portfolio, Programme, and Project Management Practices – The third globalsurvey on the current state of project management; PwC 2013.)

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PwC

Waarom falen transformatie projecten zo vaak? (2)

0

10

20

30

40

50

60

70

80

90

100

1 2 3 4 5 6

69

1218

24

36

612

25

40

25

100

55

33

25

15

8

0

Projectduur in maanden Teamgrootte Percentage succesvolProject time in months # Project members % Successful

Overgenomen uit Warum IT-Großprojekte scheitern, Berger, 2008.

The successrate of projectreducesdramaticallywhen it takestoo long andinvolve toomany people

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PwC

Waarom falen transformatie projecten zo vaak? (3)

Source: Nelson, R.R, 2007. IT PROJECT MANAGEMENT: INFAMOUS FAILURES, CLASSIC MISTAKES, AND BEST PRACTICES, MIS QuarterlyExecutive Vol. 6 No. 2 / June 2007, 67, (2007)

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PwC

Waarom falen transformatie projecten zo vaak? (4)

Ranking of classic mistakes CategoryPoor estimation and or scheduling ProcessIneffective stakeholders management PeopleInsufficient risk management ProcessInsufficient planning ProcessShort changed quality assurance ProcessWeak personnel and or team issues PeopleInsufficient project sponsorship PeoplePoor requirements determination ProcessInattention to politics PeopleLack of user involvement PeopleUnrealistic expectation PeopleUndermined motivation People

Source: Nelson, R.R, 2007. IT PROJECT MANAGEMENT: INFAMOUS FAILURES, CLASSIC MISTAKES, AND BEST PRACTICES, MIS QuarterlyExecutive Vol. 6 No. 2 / June 2007, 67, (2007)

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Veel voorkomende hoofdoorzaken

Hoofdoorzakenvan slecht

projectmanagement

OnbekendeProcessen,

Producten,Technologie

(2)

• Onduidelijke functionele eisen• Veranderende doelen• Scope wijzigingen• Te mooi willen maken (gold plating)

Onzeker-heden

• Uitstel van beslissingen• Gebrek aan richting• Onvoldoende planning• Overschrijding van de kosten en tijd• Onvoldoende kwaliteit van de projectresultaten

Gebrek aanmethodologie

• Ontbrekende risico- managementgebieden

• Voorkom substance over form

• Geen inzicht in afhankelijkheden, impact onbekend of te groot• Geen compleet overzicht van alle projectbetrokkenen en hun visies• Onvoldoende aandacht voor de elementen buiten het project

Complexiteit

Leiderschapen menselijk

gedrag

• Ineffectief leiderschap• Verkeerde prikkels• Gebrek aan betrokkenheid van de belanghebbenden• Onvoldoende capaciteiten projectteam• Ongewenst gedrag heeft geen consequenties

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Succesvolle projectuitvoering?

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DIGITALE TRANSFORMATIE

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PwC Slide 18

Performance van het systeem

Hoog

Laag

ERPselectie

ERPimplementatie

Go-live StabiliseerERP

Synergie Breid deintegratie uit

Performance trend bij een ERP implementatie

Eerste fase Tweede fase

Tijd

Succes vergroten

Vergroot het succes en de performance van uwERP implementatie:• Uitgangspunten zijn bij aanvang al duidelijk

(selectie):• In lijn met gewenste bedrijfsmodel,

architectuur, informatiebehoeften etc• Functionele en niet functionele criteria• Toetsen van criteria• …

• Smart doelen stellen• Scope managen• Complexiteit en doorlooptijd reduceren• Juiste team samenstellen• Niet als een IT project benaderen, maar

business project• Verandering niet bij implementatie pas

starten• Standaardiseren waar het kan• …

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PwC

Twaalf elementen voor project excellence

Smart financing• Project costs and budgets should be managed to ensure that the expected benefits accrue to the

organisation within the specified financial constraints• If costs become out of control or are significantly higher than expected, the project may no longer

be viable or cost-effective

High-performing teams• Resource Management is the process of ensuring that the project has access to adequate numbers

of resources with the correct skill sets and experience• It also addresses the need to provide resources with all the necessary facilities to perform their roles,

as well as motivation through performance management processes

Focused benefits management• Benefits management is one of the cornerstones of project

success• The diagnostic considers the following four key facets of

benefits management: Benefits governance, Benefitsidentification and planning, Benefits management andrealisation, and continuous improvement

Clear scope• It is important to have agreement on a clearly

defined and documented project scope• Undefined scope creates significant risk to

delivering business benefits on time and withinbudget

Managed risks and opportunities• Effective risk and issue management is based upon

ensuring that the process is fit for purpose – i. e. itprovides challenge and scrutiny to the project withoutplacing excessive burden on the project team

Delivery-enabling plans• Plans provide the foundation upon which good projects

are successfully delivered• They provide the base against which overall progress can

be measured, showing in advance whether targets areachievable or not

Strong governance and reporting• The primary focus of governance is on the

achievement of business benefits, although keyproject outputs should be reported to thesteering committee as indicators that theproject is on track

Embedded life-cycle assurance and learning• A project’s assurance needs should be mapped over its

life-cycle in order to ensure that the right assurance isprovided at the right time

• Assurance activity should be prioritised according to thespecific context, content and risk profile of the project

Active Quality Management• This is the development and implementation of an

approach and plan to monitor and evaluate the quality ofthe work performed within a project

• It ensures that individual deliverables are produced andproject activities are conducted in line with requirementsand expectations

Engaged stakeholders• It is essential that stakeholders are identified,

assessed and managed on an ongoing basisthroughout the project

• It is important to work with key stakeholders asthey are critical in driving success

Integrated suppliers• Most projects involve a number of suppliers who work

together to play a part in delivering the project• It is important to consider the nature of each of these

suppliers, their respective roles within the project andtheir relationships to each other

Agile change control• Change control arrangements are used to

manage changes to scope, requirements(business and technical), deliverables andintended benefits that impact the projectbaseline, timing or cost

Twelveelements of

Project Managementexcellence

Clear scope

Managed riskandopportunity

Focused benefitsmanagement

Smartfinancing

Integratedsuppliers

Active qualitymanagement

Stronggovernance

andreportingAgile change

control

Embedded life –cycle assuranceand learning

Engagedstakeholders

Delivery –enabling plans

High –performing

teams

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Voorbeeld – PwC Projecture app