||Sonik's roots are found within Implementation
activities. Our consultants have deep skills and experience in successful
project implementation activities. The services listed here serve
to illustrate the breadth of our knowledge and expertise.
Implementation services include:
» Configuration Management
» Data Mapping & Conversion
» Change Management
Facilitation services are one of the key steps required for reaching
consensus The SDM Configuration Management service is focused on
the client's business process infrastructure. Key areas affected
by standard configuration management practices include:
» software release / version management
» data management
» document control
Proper configuration management within the infrastructure includes
both processes and tools that create common internal standards,
allow for software and documentation consistency, and validate standards.
This service ensures that new software, document or data releases
are done in a consistent, uniform and well-communicated fashion.
As a result, Configuration Management ensures a consistent environment
for development, quality assurance, and production activities. This
service applies to the support infrastructure as well as the client's
products and / or service offerings to the market, such as customer
documentation and product specifications.
Data Mapping & Conversion
The SDM Data Mapping & Conversion service is a business analyst
activity, primarily used for conversion of legacy data (contained
within a current client system or application data set) to a new
system or application.
Data mapping and conversion activities must address the requirements
of the new system while minimizing the loss of legacy business intelligence
residing in the legacy application. All required tables of the new
application must be addressed, as well as all data needed to support
ongoing business process activities and tasks. The SDM approach
also requires proper documentation of the conversion activity, including
data definitions, data dictionaries and conversion rules.
The SDM approach to the process of change is defined by the common
characterization of change having three basic stages: unfreezing,
changing, and re-freezing. Stability is needed at the beginning
and ending of every change process. More importantly, the key to
success in a change process engagement is involvement of all affected
parties (or their trusted representatives). In many client engagements,
end-user acceptance is paramount to the successful implementation
of any new process and / or application; if end-users are not involved
during the planning and design phases, they are likely to push back
when it is time to implement this change.
Our client was attempting to re-launch their corporate web site,
moving it from a static 'brochure-ware' site to an interactive customer-oriented
site. The proposed functionality of the new site cut across functional
and departmental boundaries within the client organization, resulting
in conflicting ownership and ideas surrounding the project. Account
management - including customer accounts and personalized services
- was one the more contentious items of this initiative.
Active participation from all stakeholder groups was critical to the
acceptance of the revamped site. Participation was captured at many
levels within the project:
- A cross-functional core project team was formed, meeting bi-weekly
to ensure the interests of all stakeholder groups were fairly
- A monthly project newsletter was developed showing project progress,
key project metrics, and tracking / resolution of key issues.
- Representatives from all stakeholder groups participated in
the vendor selection process. Key cross-functional requirements
were incorporated into the RFI / RFP process, and competitive
prototyping sessions included the participation of key departmental
representatives. Survey input was sought from all session attendees,
and feedback was filtered back into the design process via the
core project team.
- A cross-section of employees was selected to participate in
user acceptance test sessions. These sessions allowed for testing
of key site functionality, especially concerning customer login
and account management services.
- In coordination with the client's corporate communications department,
the web site design was first launched internally via department
launch sessions, where employees were invited to attend a web
site walk-though. These sessions were conducted by the core project
team, ensuring the stakeholder groups received equal representation
during the internal communication program. These sessions also
allowed for final adjustments to the user interface design based
upon feedback received from the employee audience.
- Project feedback was sought from all project participants at
the conclusion of the effort (post launch).
The project structure created awareness among employees regarding
the new web site: the content it contained, the information structure
and architecture, the user interface, and online functions and services.
Furthermore, each department expressed an appreciation for the consultation
process used throughout the project. As a result, the public launch
of the new site was well received: employees felt well informed about
the new site, and overall acceptance was received a high rating by
the stakeholder groups. In particular, the customer service team was
well prepared to handle customer inquiries pertaining to the new site.