Four suggestions for establishing Bi project plann

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Four suggestions for establishing Bi project planning

establish everything in advance, and discard everything without advance. This principle works well in Bi projects. The author believes that we should make a detailed plan for the BI system before the Bi project. Including pre selection, project implementation and subsequent improvement, and other stages of careful arrangement. In this article, the author summarizes the content of system project planning with practical cases

first, try to shorten the time of system selection

try to avoid "delay" in the process of project implementation. As the saying goes, work hard. If the selection process in the early stage of Bi is sluggish, the global lithium resource increment in 2017 will mainly come from the patience of the two major miners in Australia. It will have a great negative impact on Bi projects. Therefore, it is best to shorten the time of system selection when planning bi projects. The author's suggestion is to shorten the time of system selection within one month. Then comes a new problem, that is, how to choose a suitable BI system in such a short time

it is not difficult to do this. Just use some small skills. For example, before system selection, enterprise project managers collect their own needs first, and then directly throw these needs to the other party's pre-sales consultants to see if the other party can effectively solve these problems. Another example is when choosing a BI system provider, choose the industry counterpart software. This can also narrow the scope of BI system selection, so as to shorten the cycle of project selection

this may have high requirements for enterprise project managers. Because relevant preparations need to be made before system selection. Instead of waiting until the project starts to be implemented before working under the guidance of the implementation consultant. Because the BI system has great uncertainty in the implementation of the design and final production process verification. For this reason, the author suggests that enterprises should better find an experienced person as the project manager of the enterprise. In particular, do not choose it leaders and other similar people without business experience to be project leaders. Although enterprises may need to pay a relatively high price for employing personnel in this field. But judging from the cost of the whole project, it is still worth it. Because experienced project leaders can help enterprises avoid wrongdoing and reduce the cost of the whole project in the early project selection and subsequent project implementation

second, do not conflict with the peak production season of enterprises

most enterprises have an obvious cycle of production activities. For example, for hardware tool enterprises that are mainly export-oriented, the peak production season is generally from June to November. Other time periods are relatively empty. If this kind of enterprise is highly cyclical, when planning the BI system, we need to pay attention to avoiding this peak period, and the implementation of Bi projects should not conflict with the peak production season of the enterprise

this is mainly because a lot of workload will be added to users during the implementation of Bi projects. Such as the collation of basic data, the training of system use, etc. If the enterprise is already in the peak season, and employees are eager to implement Bi projects at this time, isn't it adding fuel to the fire? As the saying goes, busy makes trouble. In this case, the system risk is relatively high if the Bi project is forced

for example, the author used to implement BI system for a Taiwanese enterprise. At that time, the customer didn't follow the author's advice and rushed to the BI system during the peak production season. The general manager requires the employees of the enterprise to work overtime through administrative orders. Results employees worked overtime for hours every night to prepare system related data. The daily work was already full. Systematic training needs to be arranged during the day, and employees need to complete the tasks assigned by the author after work at night. Under such a high-pressure policy, employees have great opinions. Finally, after the system went online, it was found that the basic data collated by employees were full of errors. It can be seen that when sorting out basic data in the early stage, many employees treat it with a coping attitude. As a result, all employees had to rework and re issued reliable UV resistant plastic composites as required to sort out the basic data

although not all employees of enterprises are like this., However, according to the author's understanding, this case is still typical. Therefore, when making Bi project planning, enterprises should not conflict the time of Bi project implementation with the peak season of enterprise production and operation. If possible, try to implement this project in the off-season. In this way, employees will have enough time to do work related to this project. More speed, less speed. Adhere to the 3-core leadership, which may be more suitable here

third, try not to cross the year

when making project planning, we also need to pay attention to cross year issues. Some enterprise administrators may think that the end of the year is empty and want to implement Bi projects at the end of the year. If you finish the Bi project before the end of the year, you can also show investors a good report card. But as a result, when the new year comes back, enterprise users will return all relevant content to teachers long ago. I feel strange to BI system

the author believes that the implementation of Bi projects across the year (in fact, other projects such as ERP projects are the same) is a big taboo. Even if the project can be completed at the end of the year, it is not very scientific. Because after the project goes online, users should have an enhanced process. It's like we have to have a review process after class when we are studying. If you just study in class and don't review after class, it's easy to forget. As a result, I forgot everything I learned in class in a few days. We need to review and forget the rules after class, which is how we teach children. But in our daily work, we ignore this basic rule. In short, the author does not recommend implementing Bi projects at the end of the year or across years. In fact, many enterprises are aware of this problem. At the end of the year, it is often the most empty time for our implementation consultants. On the one hand, we will not actively suggest enterprises to implement projects at the end of the year; On the other hand, experienced enterprises will consciously avoid this period of time

therefore, the author suggests that enterprises should try not to cross year when planning bi projects. In other words, the system selection can be completed by the end of the year. However, the project needs to be put in a continuous period of time from the implementation (implementation consultant mobilization) to the end of the project (project completion acceptance). We should work hard to promote the project

IV. subsequent improvement also needs to be reflected in the project planning.

when planning bi projects, many enterprises only put the planning on the project line, without including the subsequent improvement stage of the project. The author believes that this is unreasonable. Many cases have proved that the effect of enterprise Bi projects is good in the period when they were just launched. After the system is online for a period of time, such as one or two years, the effect of the system begins to decline. This is mainly caused by the failure to do a good job in the follow-up planning of the system. Specifically, the following contents should be reflected in the subsequent planning of the system

1. How to ensure that the work results of the previous period continue to be maintained in the follow-up work. For example, the workflow, data update mechanism and data accuracy measures formulated previously should be thoroughly implemented in the subsequent content. In practical work, the author found that many users were able to operate according to the pre-determined measures at the beginning. But after a long time, you will feel slack. Before you know it, you will follow your feelings. This will directly reduce the effect of the system. Therefore, in the follow-up planning of the system, measures should be taken to ensure that the advance policies can be implemented as always. If changes are needed, a written confirmation process is also required

2. Problems encountered during the replacement of new and old employees. It's difficult for enterprises to control things such as getting married and raining. After the loss of key users of the BI system, who should replace him? In other words, can the substitute be fully qualified for the work of the original key users? If each replacement can only reach 80% of the previous level, how much effect can the system finally have after a few newcomers? This is also conceivable. Therefore, when planning the system, we should also envisage certain measures, such as strengthening the training of new employees, taking work permits and other measures, to ensure the negative impact of the loss of key Bi users on the system

in short, the planning after the system goes online is very important. Many enterprises formally lack this understanding, which leads to the continuous discount of the system after the implementation of consultants' resignation. I really feel sorry for these enterprises. (end)

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