Fase 3 de MSSE - parte 4 (23)

FASE 3 - PRESENTACIÓN Y PLANIFICACIÓN GENERAL DEL PROYECTO

Esta fase apunta a presentar a las partes involucradas y armar un cronograma de implementación no muy detallado pero que fije una fecha para empezar a trabajar y los macro procesos. Estos macro procesos que se deben tener en cuenta y para los que se necesita coordinar recursos de los distintos proveedores, son los siguientes:
- La instalación del producto y armado de los ambientes de trabajo.
En esta tarea trabajarán el proveedor de ERP, personal técnico, personal de base de la empresa y / o consultora.
- Estimar las fechas y duración de este trabajo, tener en cuenta la necesidad de nuevos equipos y disponibilidad de los proveedores de hardware.
- Una vez instalado el producto y creados los ambientes de trabajo comienzan a trabajar los especialistas en seguridad que relevarán usuarios, consultores y analistas que trabajarán en el proyecto y crearán los perfiles y usuarios en el sistema.
- Al mismo tiempo la consultora puede empezar a trabajar en el relevamiento y documentación de procesos con los usuarios. Esta fase de presentación y planificación puede ser muy corta como muy prolongada dependiendo de alguna demora que pudiera surgir en las negociaciones con los proveedores de hardware y la coordinación que todos los proveedores tengan los recursos disponibles en el momento en que se los necesita.

La documentación de esta última fase debe incluir un cronograma de tareas a grandes rasgos y fechas de comienzo de trabajo de todas las partes involucradas.

CONCLUSIÓN
La compra de un sistema ERP representa para la empresa una gran inversión no solo económica sino también de otros recursos, como es el tiempo y esfuerzo de sus empleados, y la migración de información de un sistema a otro con los riesgos que este proceso implica. Se espera que un sistema ERP una vez implementado dure unos cuantos años y acompañe a la empresa en sus proyectos, planes y objetivos de negocio. Es por esto que la selección del sistema ERP que se implementará y qué consultora hará el trabajo de implementación son temas muy delicados.

Es importante poder seleccionar el sistema que mejor se adecue a las necesidades de la empresa en varios aspectos, no sólo los económicos sino funcionales, estratégico, técnicos e inherentes al proveedor y su servicio. Es importante también encontrar el equilibrio en el producto seleccionado para que el ERP no quede obsoleto al poco tiempo de implementación pero tampoco que sea tan complejo para la organización que ni sea aprovechado en un 10 por ciento de su funcionalidad. Todos estos puntos hacen pensar que esta etapa es un proceso crítico, no obstante la selección de sistemas ERP no es un área de mucho estudio, más bien se le ha dedicado más tiempo de estudio a las metodologías de implementación.

Son pocas las metodologías que guíen a los directivos y miembros del equipo de proyecto en este trabajo tan complejo que es el seleccionar que herramienta ERP se usará. MSSE apunta a cubrir todo el ciclo de selección y de ser los más flexible posible, adecuándose a implementaciones grandes y chicas. Sin embargo queda mucho trabajo por hacer en esta área. Se pueden incorporar estudios para determinar porque implementar un ERP y no un sistema hecho a medida. Se puede estudiar más en profundo las actividades de la fase 3 para desarrollar un plan de acción más completo una vez seleccionada la herramienta y la consultora. MSSE es una ayuda en esta etapa tan crítica en el ciclo de vida de un ERP.

MEN y CPI en PCMM v2.0 (11)

MENTORING (MEN)

El propósito de Mentoring, perteneciente al Nivel 4, es transferir las lecciones de mayor experiencia de una fuerza de trabajo con la finalidad de mejorar la capacidad de las personas o grupos de trabajo. 

Goals

1- Mentoring programs are established and maintained to accomplish defined objectives.

2-  Mentors provide guidance and support to individuals or workgroups. 

3- Mentoring practices are institutionalized to ensure they are performed as defined organizational processes.

Commitment to Perform

1- The organization establishes and maintains a documented policy for conducting Mentoring activities.

2- An organizational role(s) is assigned responsibility for coordinating Mentoring activities across the organization.

Ability to Perform

1- Within each unit, an individual(s) is assigned responsibility and authority for ensuring that members of the unit participate in Mentoring activities, as appropriate.

2  Adequate resources are provided for performing Mentoring activities.

3- Individuals selected to act as mentors develop the knowledge, skills, and process abilities needed in relevant mentoring objectives, techniques, and skills to perform their responsibilities.

4- Affected individuals receive appropriate orientation in Mentoring practices.

5- The practices and procedures for performing Mentoring are defined and documented.

Practices Performed

1- Opportunities for using the experience of the workforce to improve performance or achieve other organizational objectives are identified.

2- The objectives and structure of each mentoring program are defined.

3- Each mentoring program is communicated to affected individuals and workgroups.

4- Mentors are selected and matched with individuals or workgroups to be mentored.

5- Mentors and those they mentor establish a mentoring relationship.

6- Mentors assist individuals or workgroups in developing capability in workforce competencies.

7- Mentoring relationships are reviewed to ensure that they satisfy their intended objectives.

8- Mentors support the development and improvement of competency- based assets.

9- Mentors participate in performance management and related workforce activities, as appropriate.

10  The organization’s workforce practices support mentoring activities, as needed.

Measurement and Analysis

1- Measurements are made and used to determine the status and performance of Mentoring activities.

2- Measurements are made and used to determine the effectiveness of Mentoring activities.

Verifying Implementation

1- A responsible individual(s) verifies that Mentoring activities are conducted according to the organization’s documented policies, practices, procedures, and, where appropriate, plans; and addresses noncompliance.

2- Executive management periodically reviews Mentoring activities, status, and results; and resolves issues. 

CONTINUOUS  CAPABILITY IMPROVEMENT (CPI)

El propósito de Continuous Capability Improvement, perteneciente al Nivel 5, es suministrar un fundamento para que las personas o grupos de trabajo mejoren su capacidad en la realización de los procesos basados en la competencia. Esta área de proceso plantea un enfoque en las personas respecto en la capacidad de sus métodos personales para realizar los procesos basados en la competencia. También se plantea un enfoque respecto de los grupos de trabajo para mejorar el performance y la capacidad de sus procesos operativos.

 Goals

1- The organization establishes and maintains mechanisms for supporting continuous improvement of its competency-based processes.

2- Individuals continuously improve the capability of their personal work processes.

3- Workgroups continuously improve the capability of their workgroup’s operating processes.

4- The capabilities of competency-based processes are continuously improved.

5- Continuous Capability Improvement practices are institutionalized to ensure they are performed as defined organizational processes.

Commitment to Perform

1- The organization establishes and maintains a documented policy for continuously improving individual and workgroup capability.

2- An organizational role(s) is assigned responsibility for coordinating Continuous Capability Improvement activities across the organization.

Ability to Perform

1- Within each unit, an individual(s) is assigned responsibility and authority for ensuring that members of the unit participate in  Continuous Capability Improvement activities, as appropriate.

2- Within selected workforce competencies, responsible individual(s) coordinate activities to improve its competency-based processes.

3- Adequate resources are provided for continuously improving individual and workgroup capabilities.

4- Mentoring support is offered to improve the capability and performance of individuals and workgroups.

5- Individuals and workgroups develop the knowledge, skills, and process abilities needed to perform their responsibilities in applying techniques for continuously improving their capabilities.

6- The practices and procedures for performing Continuous Competency Improvement are defined and documented.

Practices Performed

1- Individuals and workgroups are empowered to continuously improve their capability for performing competency-based processes.

2- Individuals characterize the capability and performance of their personal work processes.

3- Individuals evaluate the capability of their personal work processes to identify opportunities for improvement.

4-  Individuals establish measurable improvement objectives and plans for improving the capability of their personal work processes.

5-  Individuals continuously improve the capability and performance of their personal work processes.

6-  Workgroups evaluate the capability and performance of their operating processes to identify opportunities for improvement.

7-  Workgroups establish measurable objectives and plans for improving the capability of their operating processes.

8-  Workgroups continuously improve their capability and performance.

9- Recommendations resulting from improvements in personal work processes or workgroup operating processes are reviewed to determine if they should be incorporated into competency-based processes.

10-  Within each critical workforce competency, capability objectives are

defined for critical competency-based processes.

11-  Within each critical workforce competency, capability objectives for competency-based processes are compared to process performance baselines to identify improvement objectives.

12- Within each critical workforce competency, responsible individuals identify opportunities for improving the capability and performance of competency-based processes.

13- Within selected workforce competencies, responsible individuals identify, evaluate, and select improvements to competency-based processes.

14- Selected improvement recommendations are incorporated into competency-based processes and made available for use.

15- The organization’s workforce practices are adjusted, as needed, to accommodate continuous improvement activities by individuals and workgroups.

Measurement and Analysis

1- Measurements are made and used to determine the status and performance of activities for Continuous Capability Improvement.

2- Measurements are made and used to determine the effectiveness of activities for Continuous Capability Improvement.

Verifying Implementation

1- A responsible individual(s) verifies that the activities for Continuous Capability Improvement are conducted according to the

organization’s documented policies, practices, procedures, and, where appropriate, plans; and addresses noncompliance.

2- Executive management periodically reviews the Continuous Capability Improvement activities, status, and results; and resolves issues.

QPM y OCM en PCMM v2.0 (10)

QUANTITATIVE PERFORMANCE MANAGEMENT  (QPM)

El propósito de Quantitative Performance Management, perteneciente al Nivel 4, es predecir y administrar la capacidad de los proceso basados en la competencia para lograr los objetivos de performance medibles. Las personas y los grupos de trabajo determinan qué procesos basados en la competencia contribuyen al logro de los objetivos.

El trabajo confirmado es estimado y planeado usando las líneas de base de performance del proceso desarrollado. Se desarrolla una estrategia de manejo de performance cuantitativo para identificar, medir y analizar el performance de los procesos basados en la competencia que contribuyen al logro de los objetivos. Los datos del performance son recopilados y analizados de acuerdo a la estrategia. Las acciones correctivas son tenidas en cuenta cuando el performance de los procesos se desvían respecto de los objetivos de performance.

Goals

1- Measurable performance objectives are established for competency- based processes that most contribute to achieving performance objectives.

2- The performance of competency-based processes is managed quantitatively.

3-  Quantitative Performance Management practices are institutionalized to ensure they are performed as defined organizational processes.

Commitments to Perform

1- The organization establishes and maintains a documented policy for conducting Quantitative Performance Management activities.

2- An organizational role(s) is assigned responsibility for coordinating Quantitative Performance Management activities across the organization.

Ability to Perform

1- Within each unit, an individual(s) is assigned responsibility and authority for ensuring that Quantitative Performance Management activities are performed.

2- Adequate resources are provided for performing Quantitative Performance Management activities.

3- Individuals who participate in Quantitative Performance Management activities develop the knowledge, skills, and process abilities needed to perform their responsibilities.

4- The practices and procedures for performing Quantitative Performance Management are defined and documented.

Practices Performed

1- The quantitative performance objectives required to achieve organizational business objectives are defined.

2- Each unit establishes measurable performance objectives whose achievement most contributes to organizational business objectives.

3- Individuals and workgroups establish measurable performance objectives for competency-based processes that most contribute to their achieving unit performance objectives.

4- Individuals and workgroups plan their committed work using process performance baselines for competency-based processes.

5- Individuals and workgroups define quantitative methods for managing the competency-based processes that most contribute to achieving their performance objectives.

6- Individuals and workgroups quantitatively manage the performance of the competency-based processes that most contribute to achieving their performance objectives. 

7-Individuals or workgroups take corrective actions when the performance of their competency-based processes differs from the quantitative results required to achieve their performance objectives.

8- Quantitative records of individual and workgroup performance are retained.

9- Where appropriate, quantitative performance results are used in performing workforce practices and activities.

Measurement and Analysis

1- Measurements are made and used to determine the status and performance of the organization’s Quantitative Performance Management activities.

2  Measurements are made and used to determine the effectiveness of Quantitative Performance Management activities.

Verifying Implementation

1- A responsible individual(s) verifies that Quantitative Performance Management activities are conducted according to the organization’s documented policies, practices, procedures, and, where appropriate, plans; and addresses noncompliance.

2- Executive management periodically reviews the Quantitative Performance Management activities, status, and results; and resolves issues.

3- The definition and use of performance measures at the individual, workgroup, and unit levels are periodically audited for compliance with the organization’s policies.

ORGANIZATIONAL CAPABILITY MANAGEMENT (OCM)

El propósito de Organzational Capability Management, perteneciente al Nivel 4, es cuantificar y administrar la capacidad de la fuerza de trabajo y de los procesos basados en la competencia. La capacidad de la organización es evaluada según el número de personas de un comunidad de competencia. La organización evalúa el impacto de sus prácticas de fuerza de trabajo en cada competencia de  fuerza de trabajo.

Esta área de proceso involucra la caracterización de la capacidad del proceso de los procesos basados en la competencia, teniendo en cuenta las líneas de base de performance del proceso y los modelos de performance cuantitativos. Estos resultados de la capacidad son utilizados en la planificación y administración del performance de los procesos basados en la competencia. El impacto de las prácticas de las fuerzas de trabajo es cuantificado y administrado; y los resultados de este análisis son utilizados en la toma de decisiones a nivel organizacional. 

Goals

1- Progress in developing the capability of critical workforce competencies is managed quantitatively.

2- The impact of workforce practices and activities on progress in developing the capability of critical workforce competencies is evaluated and managed quantitatively.

3- The capabilities of competency-based processes in critical workforce competencies are established and managed quantitatively.

4- The impact of workforce practices and activities on the capabilities of competency-based processes in critical workforce competencies is evaluated and managed quantitatively.

5- Organizational Capability Management practices are institutionalized to ensure they are performed as defined organizational processes.

Commitment to Perform

1- The organization establishes and maintains a documented policy for  conducting Organizational Capability Management activities.

2- An organizational role(s) is assigned responsibility for coordinating Organizational Capability Management activities across the organization.

Ability to Perform

1- Within each unit, an individual(s) is assigned responsibility and authority for ensuring the unit’s involvement in Organizational Capability Management activities, as appropriate.

2- A responsible individual(s) coordinates the quantitative capability management activities within each critical workforce competency.

3- Adequate resources are provided for performing Organizational Capability Management activities.

4-Those responsible for Organizational Capability Management activities develop the knowledge, skills, and process abilities needed to perform their responsibilities.

5- Individuals who participate in Organizational Capability Management activities receive appropriate orientation in the purposes and methods for the organization’s quantitative capability management activities.

6- The practices and procedures for performing Organizational Capability Management are defined and documented.

Practices Performed

1- The organization identifies the workforce competencies that are critical to its business strategies and objectives.

2- The organization quantifies its capability in each of its critical workforce competencies.

3- The organization’s capability in each of its critical workforce competencies is managed quantitatively.

4- Measurable objectives for contributing to capability growth in critical workforce competencies are established for workforce practices and activities.

5- The organization quantitatively evaluates the impacts of workforce practices and activities on capability in each of its critical workforce competencies.

6- The impacts of workforce practices and activities on the organization’s capability in each of its critical workforce competencies are managed quantitatively.

7- Process performance baselines are developed and maintained for critical competency-based processes.

8- The capability of critical competency-based processes is managed quantitatively.

9- The organization uses its capability data and process performance baselines in developing quantitative models of performance. 

10- The impact of workforce practices and activities on the capability and performance of competency-based processes is evaluated and managed quantitatively.

11- Evaluations of the impact of workforce practices and activities on the capability and performance of competency-based processes are used in performing other business and workforce activities, as appropriate.

Measurement and Analysis

1- Measurements are made and used to determine the status and performance of Organizational Capability Management activities.

2- Measurements are made and used to determine the effectiveness of Organizational Capability Management activities.

Verifying Implementation

1- A responsible individual(s) verifies that Organizational Capability  Management activities are conducted according to the organization’s  documented policies, practices, procedures, and, where appropriate, plans; and addresses noncompliance.

2- Executive management periodically reviews the Organizational Capability Management activities, status, and results; and resolves issues.

3- The definition and use of measures at the individual, workgroup, and unit levels are periodically audited for compliance with organizational policies.