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Implementing Best Practices
process itself requires a number of key components in order to ensure a success-
ful conclusion. This section discusses those components.
One of the first implementation steps for all but the simplest best practice
improvements is to study and flowchart the existing system about to be improved.
By doing so, one can ascertain any unusual requirements that are not readily
apparent and that must be included in the planning for the upcoming implementa-
tion. Though some reengineering efforts do not spend much time on this task, on
the grounds that the entire system is about to be replaced, the same issue still
applies—there are usually special requirements, unique to any company, that
must be addressed in any new system. Accordingly, nearly all implementation
projects must include this critical step.
Another issue is the cost-benefit analysis. This is a compilation of all the
costs required to both install and maintain a best practice, which is offset against
the benefits of doing so. These costs must include project team payroll and
related expenses, outside services, programming costs, training, travel, and capi-
tal expenditures. This step is worth a great deal of attention, for a wise manager
will not undertake a new project, no matter how cutting-edge and high-profile it
may be, if there is not a sound analysis in place that clearly shows the benefit of
moving forward with it.
Yet another implementation issue is the use of new technology. Though there
may be new devices or software on the market that can clearly improve the effi-
ciency of a company’s operations, and perhaps even make a demonstrative impact
on a company’s competitive situation, it still may be more prudent to wait until
the technology has been tested in the marketplace for a short time before pro-
ceeding with an implementation. This is a particular problem if there is only one
supplier available that offers the technology, especially if that supplier is a small
one or with inadequate funding, with the attendant risk of going out of business.
In most cases, the prudent manager will elect to use technology that has proven
itself in the marketplace, rather than using the most cutting-edge applications.
Of great importance to most best practice implementations is system testing.
Any new application, unless it is astoundingly simple, carries with it the risk of
failure. This risk must be tested repeatedly to ensure that it will not occur under
actual use. The type of testing can take a variety of forms. One is volume testing,
to ensure that a large number of employees using the system at the same time will
not result in failure. Another is feature testing, in which test transactions that test
the boundaries of the possible information to be used are run through the system.
Yet another possibility is recovery testing—bringing down a computer system
suddenly to see how easy it is to restart the system. All of these approaches, or
others, depending on the type of best practice, should be completed before
unleashing a new application on employees.
One of the last implementation steps before firing up a new best practice is to
provide training to employees in how to run the new system. This must be done
as late as possible, since employee retention of this information will dwindle
rapidly if not reinforced by actual practice. In addition, this training should be