Implementation Plan

Introduction

The implementations of organizational projects require careful attention to details. The key to a successful project implementation begins with the selection of the right players. In creating a project management team, careful attention must be made when selecting the Project Manager, the Project Leaders and certain strategic employees. Success depends on the caliber of the members of the team, the team’s ability to work together and to magnifying the talents of the team both individually and collectively, (Passage, 2006, p.44).

There are five phases of implementation:

Understand the business model

Identify, assess, prioritize, link and report risks

Determine the appropriate risk responses

Determine Capabilities to manage risk and implement risk responses

Implement risk monitoring and internal audits programs.

The three basic steps to select the best project management include: ensuring the basic project essentials are in place and mesh well with other projects and how the company executes the projects, examine, evaluate, and add appropriate advance project engineering and business related offerings, and interview those persons about to be hired, (Nita, 2007).

Risk assessment and management includes: planning how risk management will be dealt with, assigning a champion, maintaining a live project data base, and summarize the planned risks and mitigation techniques needed.

Project management is carefully planned and organized effort to accomplish a specific task. Project management includes developing a project plan, what resources are needed, and associating budgets and timelines for completion. It is important to stay on the path, following the major phases to remain focused and ensure success. Many companies have dealt with project implementation and have great examples of what Friar Tucker will need to do to make a sound project selection that can be successful.

Project Management Team - Claimtrack Systems, Inc.

As exampled by Claimtrack Systems, Inc., via its successful Electronic Medical Records implementation program, the key to a successful project implementation begins with the selection of the right players for the right positions. In creating a project management team, careful attention must be paid when selecting the Project Manager, the Project Leaders and certain strategic employees. Victory depends on the caliber of the members of the team, the team’s ability to work together and to magnifying the talents of team both individually and collectively. Successful implementation teams include: a Project Manager who has the ability to engage the right players, in the right activity, at the right time and Project Leaders who control the interaction between these players, balance expectations and keep the project moving forward. (Passage, 2006, p. 44)

Friar Tucker must develop and implement the right person for the right position strategy in order to drive the project to a successful and timely completion. The firm must consider the overall caliber, experience and compatibility of the members as it assembles an implementation team. In addition, the firm must also take into consideration these elements as it selects strategic partners or contractors.

Implementation and Risks - Weiser LLP вЂ"

Weiser is a professional accounting and consulting services provider that helps their clients implement ERM (enterprise risk management) into their organization. This process will help with the ability to identify, asses, measure, monitor, and report on their business risks. Weiser developed five phases for implementation:

Understand the business model

Identify, assess, prioritize, link, and report risks

Determine the appropriate risk responses

Determine Capabilities to manage risk and implement risk responses

Implement risk monitoring and internal audit programs

According to Weiser, the first phase is to understand the organization and the overall focus, vision, and mission. Knowing and understanding the: who, what, where, why, and how’s of the company is critical. For the second phase the project team must gather risk information via interviews, questionnaires and sessions with key personnel and link to strategic objectives and key business process. The third phase is determining how risk should be mitigated through quantitative and quality considerations. The final two phases requires project teams to evaluate the organizations capabilities, infrastructure, develop internal audit programs, execute, identify key performance indicators, and implement monitoring mechanisms. Weiser has successfully implemented fully functioned ERM systems to companies. They have been responsible for assuring that business objectives were accomplishes and share holder value maximized.

Many lessons have been learned from Weiser clients, who have traded to implement such systems unsuccessfully. Companies have failed as a result of not gathering the key information and needs. Risks were deemed to be unmanageable and were not viewed as being core to the company’s missions. Overall risks were not aligned with the company’s overall objectives. All of which led to the project being implemented poorly.

Friar Tucker can utilize any of the five phases suggested by Weiser. Understanding the business model is vital to selecting the appropriate projects that focus on the organization. These phases significantly relate to the situation the company is facing and can be vital to the company successfully selecting the right project for Friar Tucker.

Risk Management вЂ" Emerson вЂ"

Emerson has used risk management assessments to ensure the success of its automation projects. In order for Emerson to develop the best project organization, it had to identify, quantify and document the project’s risks. With that information, Emerson can design the project organization to minimize the risks and maximize the quality.

Ordering and shipping automated software is a risk that should be identified and dealt with prior to the initiation of the project. First, it is expected that the system be paid for prior to shipping well in advance of implementing. Second, the automated software and components must be insured against