The Implementation Process (Business Analysis)

Doucet (May, 2010).

The Implementation Process

Before beginning the implementation process it is important to assess the organization’s readiness (BABOK, 2009). The organization readiness assessment provides a description of the effect(s) a solution or decision might have on the organization and helps the stakeholders identify if the organization is ready for the changes the solutions will introduce.

Step 1. Making a decision for implementation

(Note Step 1 of the implementation process is one of the final steps in the decision-making process, and thus will not be touched on in great detail. The decision-making process incorporates Implementation, thus both can be thought of a cycle feeding each other).

1.1   Follow an effective decision-Making process:

Frame the Problem	Identify the Problem Define criteria, goals, objectives Evaluate effect of the problem
Making the Decision	Identify causes of the problem Frame alternatives Evaluate impacts of alternatives Make a decision
Evaluate the Decision	Implement the decision Measure impacts

Note: From the University of Phoenix website (2004).

1.2.0 Guidelines:

1.2.1 Focus on meeting a timetable

1.2.2 Identify obstacles in implementing a decision

(Note: some obstacles may be found through a Force Field Analysis- explored in the Appendix).

Below are some common examples of obstacles (to implementation) that can occur in an organization:

• Board resistance; • Competing business priorities • Management opposition or inertia; • Lack of awareness of the issue; • No existing Code of Conduct; • Cost concerns; • No clearly assigned responsibility for the implementation project.

Step 2. Plan the Implementation

• Set the framework: Establish a common understanding of the task and agree on aims, objectives and a timetable carried out by a risk-assessment.

• Test the “written” policy, or decision with scenario drafting

Step 3. Develop the project (decision)

• Fill out any missing details; turn decision into well-documented change management exercise with timelines, responsibilities and goals.
• Integrate policy or decision into organizational structure:

– Conduct Force field analysis if needed

• Assign responsibilities
• Review the capacity of support functions
• Review the capacity of operational functions
• Adapt existing policies to meet and fit in with new decision and policies
• Develop training programs for converting staff to change management if needed
• Develop the communication strategy
• Prepare for incidents and events of non-conformity of new decision

Step 4. Implement the decision (Get it working!)

Going from decision-making to implementing a decision is often a grueling task and one that requires a lot of time and effort. To ease the transition it is often helpful to elicit the aid of an SME.

Implementation Subject Matter Expert (SME)

A list of potential individuals responsible for implementing a decision in an organization:

Developers/Software Engineers, Organizational change management Professionals, System Architects, Trainers, and Usability Professionals (BABOK, 2009).

• Communicate the new policy or decision
• Implement the training programs

Step 5. Monitor

5.1 Problem Tracking: An organized approach to the tracking, management, and resolution of defects, issues, and problems (BABOK, 2009).

Problem Tracking can involve using an IT system to track problems or issues that users report. Problem records can also be used and should include the following information for the problem tracking to lead to a successful and timely resolution of problems;

A description, the name of the person who identified the problem, the date identified, the impact, the priority, the date the problem must be resolved, the owner of the assigned problem, the status, the action needed to resolve the problem, the person responsible for the problem, the completion of the date of action, and the outcome (BABOK, 2009).

Step 6. Evaluate and improve the decision and or implementation (if needed).

• Receive feedback from monitoring

• Evaluate effectiveness

• Report to management

• Board review and sign off

The process has come to a full circle and any steps or processes needed to evaluate and improve the decision and or implementation may be repeated if necessary.

Review: Implementation steps recalled in organizational matrix plan (Appendix B)

References

International Institute of Business Analysis (2009). A guide to the Business

Analysis Body of Knowledge (BABOK Guide) Version 2.0.

MindTools.com (1995-2010). Understanding the force field analysis. Retrieved on

June 3^rd, 2010 from: http://www.mindtools.com/pages/article/

newTED_06.htm

Transparency International (July, 2005). Business principles for countering

bribery: six step implementation process. Retrieved on May 29^th 2010

from: http://www.transparency.org/global_priorities/

private_sector/business_principles/six_step_implementation_process

University of Phoenix. (2004). Decision-making steps appendix. Available from the

University of Phoenix student/faculty website: http://ecampus.phoenix.edu

(Retrieved May 27, 2010).