newsletter 2 - a successful global it rollout - pdf

Newsletter 2 Peter Folmer Hansen 17. jan. 2016

An IT solution is only a success if it is used. The rollout of IT solutions is an independent discipline and if one does not mas-ter it well then an IT solution could be doomed from the start.

This newsletter gives information and advice on how the rollout of an IT solution should be considered from the very start of a project.

This advice is built upon my own experience from a wide range of local and global IT implementation projects, some of which I would like to share with you, and which I can advise on.

A rollout will not be successful if one only concentrates on a communication and education plan. My experience shows that it is of vital importance to have critical interested parties and super users pointed out from the very start of a project, and to have them involved with, for example, forming future processes and making demands on the new IT solution. Otherwise, it can be difficult for them to be an ‘ambassador’ who is ‘passionate’ about finding a solution and helping to make it work within the organisation.

So “think about rollout at the start of a project” and involve the right ‘resources’ continuously, and all the way through the project, and not just think about rollout when the solution has been developed and finalised.

[email protected] +45 3032 8883 �1

Peter Folmer Hansen, CEO, Independent

Senior Project Manager and Business Consultant

NewsletterChange Management: A successful global IT rollout is established at the start of a project, and super users play a central roll.


The DNA of rollout strategy

You can see from the figure above that a rollout strategy is built up from the following points:

• Change Management

Prepare the organisation to receive and use the new process and IT solution so that they get the most out of their valuably invested resources.

The extent of education / training and communication depends upon how much the users are used to with processes and IT solutions, and how ‘intuitive’ the IT solution is to use

• Solution design

Involve people who have expert knowledge of the area that will be supported by the new IT solution, since they can contribute valuable information to the solu-tion design so that the IT solution becomes meaningful for them who will eventually use the solution in practice. Super users should also be included here.

Decide how many languages the IT solution will con-tain because that can be factor which can increase the price of implementation, and later updates of the solu-tion, significantly. At the same time, one should avoid ‘language barriers’ in the use of this new IT solution.

• Organisation and People

Relate to the organisation where the new IT solution is to be rolled out in because it is very important to adapt the rollout to that company and their needs since it is


Rollout Strategy can mean the difference between success and failure

Great implementations of IT solutions are launched from great IT rollout strategies. Success begins with planning and planning begins with strategy. And a well-defined strategy provides the foundation for the planning of tactical details.


them who will actually receive and use the solution. Account for the organisations structure and culture, as well as how the employees are made up in the rollout.

Discover who the influential interested parties are and point out future super users so they can pave the way for the project from the start and build up a super user organisation with clear rolls and responsibilities and allocate all necessary resources and funds so that they can also take part in future project work.

Be aware of cultural differences in global rollout processes so that you do not take wrong steps and make mistakes along the way.

• Processes and Master Data

Optimise the processes the new IT solution needs to support since this gives the greatest benefits in relation to IT implementation, and involve the company in this optimisation process so that they can stand behind it, and back it up.

Focus on Master Data in the IT solution because if the data quality standards required are not reached then the organisation will quickly loose faith and trust in the new IT solution and not use it.

• Governance

Agree governance with principles, procedures and authority, and have control over who should do what, and how it should be done. This should be agreed upon, with all interested parties, before rollout occurs.

My ExperienceMy many years of experience as a responsible project manager actively carrying out local and global rollouts has shown me that I really have needed to make use of all my planning, analytical, creative and communicative skills and abilities in order to achieve a successful rollout.

Why? Because even if one plans all the relevant aspects in a rollout in great detail one can still suddenly be surprised but unforeseen circumstances and events. An unexpected ‘Arab spring’ if you like, where the focus turns to getting employees out of a ‘warzone’ and ‘war torn country’, or an organisational restructuring, which suddenly occurs, just when the first rollout project activity is about to start up.

Therefore, it is of utmost importance to act fast and analyse the situation and find creative ‘escape’ solutions which can allow the resources the possibility to cope with the new


Peter Folmer Hansen:

“Rollout Strategy can mean the difference between success or failure.

Getting the strategy set well at the beginning of your project is critical to determining a successful outcome at the end of your implementation process

It is critical to choose an experienced and responsible project manager for rollout who has many years of experience within this specialised field. It can also be a great advantage to choose an independent advisor".


situation, whilst at the same time making sure that the project does not lose its good forward momentum.

But even without unexpected outside influences, there can still be challenges with any rollout. The points made in the model may sound logical and simple but:

• What do you do if you are faced with designing and rolling out a global SAP solution for 65 countries in the space of a year?

• How do you generate enough interest in an IT solution so that several countries wish to be the first in rolling it out?

• How do you organise a superuser organisation so that you can support it in the many different global timezones?

• How can you have 3 local IT solutions become part of one global IT solution?

• How can you gather Master Data in a global IT solution?• How do you deal with an IT implementation with parallel

rollouts and with different functionalities?• How can you get 30 different countries to simultaneously

test the same rollout of a medical GxP IT solution?

I have managed to solve these, and many other situations, in the IT rollouts I have been involved with, and I would very much like to share my wealth of experience, or actively help with, your rollout solution.

Important considerationsChoose a responsible project manager with many years of experience and with the relevant specialised technical discipline which the rollout of a new IT system requires. It can be of great benefit to use an independent advisor, who has considerable experience, skills and abilities with rollouts of IT solutions.

This independent advisor can function as a strong link between the business and the supplier, cover the businesses needs and help shape the rollout strategy, as well as to clarify and make transparent the consequences of the decisions in the project for the business..

At the same time, the independent advisor can actively help and advise the business with the resource and competence heavy tasks that a rollout requires in these particular ways:

• Help shape Change Management materials, tasks and activities • Contribute to solution designs.


Peter Folmer Hansen, CEO HR IT Optimising

Senior Forretningskonsulent Senior Projektleder

Mail: [email protected] Mobil +45 3032 8883

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mailto:[email protected]?subject=


• Involve all critically interested parties• Build up the super user organisation• Input from, in relation to, the global culture • Facilitate process optimisation• Select and gather master data• Outline proposals for governance


newsletter 2 - a successful global it rollout - pdf

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