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- Define business requirements
- Discuss project structure
- Discuss training options.
The project engagement meeting can requires between one and three working days. Preferably at your site.
The notes below identify some of the material that might be covered when holding a project engagement meeting at your site. Those notes can be adapted to suit a phone discussion should we agree the project engagement meeting can be handled by a phone call/s.
Aims
The aim of the project is to implement Readysell 8 with a minimum of stress on your customers, your staff and your business.
The aims of the project engagement meeting are to:
- Define what success looks like by recording all "business as usual" requirements
- Demonstrate that Readysell 8 can satisfy all of the "business as usual" requirements
- Agree on a project plan that will meet all of the "business as usual" requirements. While causing a minimum of disruption to the business and to your customers
Deliverables
By the end of the project engagement meeting we will agree on:
- A training strategy that uses a mix of Readysell training materials, remote phone to screen training and on site training
- Which Readysell features will be used on the first few days after go live, normally sales, (service if applicable), purchasing and customer payments. We need to focus just on the basics for the first few days.
- Which Readysell features will be implemented after go live date, such as mobile unit, most of financials etc.
- Business as usual requirements, what has to work for the project to be a success
You should have:
- Seen all the Readysell features you are going to use on go live date and have a general feel for how they will work in your business
- A good understanding of how the project will progress
- Understand how training is going to proceed
- Understand training and implementation assistance can vary hugely depending on the approach taken to the project.
- Understand how different training and implementation approaches might effect your budget for the project
- Understand how potential training costs will be tracked
Attendees
- A senior support officer from Readysell
- A project leader for your business
- Some involvement by power users/department heads
- Brief discussion with operations staff
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- Self training using text and videos in the training guide
- On site training by Readysell training team members
- Remote screen to screen trainigtraining
Descriptive Note
- Before my site visit we would:
- Install a demo Readysell 8 program on a computer/virtual machine
- Setup a demo scanner and mobile app
- Convert much of your data into the demo program as is required to review the requirements
- Send you a link to a project the shared project control document, the business as usual checklist, customer data review checklists. Those materials to be discussed during the meeting
- During the visit I would like to:
- Sit down with all key stake holders, better understand their requirements and help them understand what Readysell 8 could do for them and their teams
- The project leader needs to attend all sessions on the two days. Key stake holders would only be required for an hour or two. Some of the key stake holders might include the book keeper, the service manager, the warehouse key person, the purchasing officer
- Take the time to talk individually with some of the leading operations staff members in addition to the key stake holders. To capture their insights and help bring them on board with how the project might help them. We can often score a lot of small wins by considering the wider team when planning the project
- Some of the deliverables from my site visit could include:
- A definition of what success looks like. Supported by a quantified lists of the hours saved, business process improvements, GP improvements etc. that might be expected from a Readysell 8 conversion.
- Enough training to allow the project leader and key stake holders to be comfortable with navigating Readysell and exploring its capabilities
- A pro-forma project timeline showing the resources and time spans required to implement each stage of the project
- A list of gaps where it was not appropriate to demonstrate how Readysell would meet a "business as usual" requirement do to something not yet being ready
- All key staff comfortable with the scope of changes they can expect and what the project will mean to them and their teams.
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