home: services: implementation

Innovation Process & Planning Quality Assurance Implementation Post Launch Services      
  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

Configuration 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.

Change Management
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.

Case Study

The Challenge
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.

The Solution
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 represented.
  • 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 Result
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.