IT Project » IMS4POs Koncepcja-en

Human Resources

Human resources are the most important valuesof a well-functioning organization. This means that they should be given a lot of attention in order to unleash their dormant potential, while maintaining the highest efficiency and quality of their work, which directly translates into the profitability of the organization's business. First, you need to determine the executive potential of Human Resources, and then the cost of their use in the organization and in Projects. This is the basis for the concept of controlling, which allows for the assessment of the degree of use of the executive potential (a group of indicators concerning utilization and used to assess resource management in the organization) and financial efficiency (a group of indicators calculating the profitability of a given resource, role, department, etc.). Contrary to appearances, determining the executive potential and rate and using it in estimating Offers, Projects and then Implementation is not simple and requires a comprehensive approach to the subject, as it was included in the IMS4POs management concept. However, without this, it is impossible to determine whether and how the organization is using its potential. A separate issue is the confidentiality policy resulting from rates, which is also addressed in IMS4POs through role groups. IMS4POs includes the concept of using roles in the organization and project roles to estimate Projects (both internal and implementation), which addresses this problem. But this is a broader topic.

Responsibilities

In order for human resources to effectively fulfill their tasks in an organization or project, they must know what Products, Services, Activities, Procedures, etc. they are responsible for and to what extent. This is where the extended RACI (RACI+) responsibility matrix comes in handy. This mechanism in IMS4POs is the described responsibility of organizational structures, roles in the organization and in the project, and even more broadly any indicated activity of the organization requiring responsibility management. Describing the RACI matrix is necessary to effectively and quickly implement the processes of onboarding to the organization or Project, certification, answering Customer questions, as well as planning implementation tasks in the organization and in Projects.

Standardization

Even complicated things can be done by a less experienced person if they have support in the form of a method of action (methodology), a way of proceeding (procedures), a Product template, a Service template, a document template, etc. (libraries). Without such support, chaos related to the 'creativity' of human resources creeps into the organization, or in other words, everyone does what they can, which is sometimes better, sometimes worse, and nothing is certain (neither the effect, nor the time of implementation, nor the quality, nor the cost, and therefore the margin). Creativity is most advisable in an organization, but it should be under the control of the purpose of the action and managed (in the sense of organizational support for this type of action). In other words, standardization is the preparation of the organization to manage a larger organization and to implement complex Projects, in which, through the elements of standardization, the people implementing it focus primarily on what is non-standard. In my opinion, the lack, misunderstood or poorly implemented standardization is often the main barrier to the development of the organization, and sometimes its serious problems.

Methodology (s)

It is primarily used to organize work on implementation Projects, so that project teams know what to do and the Client knows how the organization wants to achieve the assumed goals. The methodology is also a way of providing information on the status of the Project. It is the basis for estimating the value generated in the Project, which is compared with the budget, schedule and scope implemented or planned in the Project. It is also a way of assessing whether the Project is on the right path. It is also the ability to estimate the Risk of achieving the assumed Project goals. The methodology suggests what and when will be implemented and by which roles. Therefore, it is key to Project valuations and human resources planning. Without the methodology, the Project can be planned for 'Teddy Bear' - i.e. 'it seems to me', which often works in small Projects, but works randomly in large Projects.

IMS4POs contains a proposal for a concept of a methodology for implementing the Presales Project, Analysis, Audit, ERP system implementation (Microsoft's D365) and mechanisms enabling a smooth transition between these Projects as part of an integrated customer service process.

Knowledge

Gathering knowledge in a way that Human Resources can benefit from the experience of others in the organization or in the Project should be a basic element of support for people entering the organization. Knowledge should be used to maximize efficiency, but also the stability and security of the business, because knowledge stays in the organization and does not leave with the person who possesses it (or at least minimizes this effect). In IMS4POs, knowledge accumulation is achieved through the process of standardization, improvement, but also instructions and documentation. The method of knowledge accumulation depends strongly on the specifics of the organization's activities and should always be adapted.

Catalogs

Observation of the market and implemented Projects should lead to the conclusion that there are Products and Services that can be described and clearly priced, that can be delivered to the Client regardless of the Offer/Project or delivered to the Project with predefined parameters. This function is performed by the Product Catalog and the Service Catalog. In IMS4POs, the Product is a set of functionalities, software, add-ons, training, workshops, etc. The Product has a strictly defined scope, time and cost. On the other hand, the Service is an activity performed on behalf of the Client (e.g. system administration). Since Catalogs are a component of IMS4POs, they are also subject to controlling, starting from the moment of investment, through its sale and implementation, until the closure of the Product or Service. IMS4POs includes a mechanism that allows marking groups of tasks that can potentially be input to the creation of a new Product or Service.

My observations show that the lack of catalogues on the Supplier's side in many cases indicates its lack of organisational maturity and a low degree of its ability to implement complex projects.

Quality

According to the definition, quality is compliance with assumptions, i.e. delivery of a Product or Service with previously assumed parameters. Any deviation from the assumed parameters may generate additional costs, and thus reduce financial efficiency and affect the organization (e.g. more resources, time, etc. are needed) as well as planning. Maintaining quality is in a sense an organizational cost incurred for the stability and security of the organization's business. From the customer's perspective, it is trust and security that they will receive exactly what they ordered - within a specified scope, cost and time. Therefore, it is worth fighting for high quality.

Defining quality (assumptions) for IMS4POs elements is at the level of assigning responsibility 'A' in the RACI matrix. Without defining quality assumptions, it is basically difficult to talk to the customer about settlement, to the person delivering about correct execution, and the person conducting the audit does not know what they have to check.

In other words: there is no quality without defining assumptions for it (i.e. see the definition of quality).

Improvement

Improvement processes in IMS4POs are divided into two parts. Audit: i.e. cyclical verification whether the delivered Products, Services, Procedures, methodologies, etc. are implemented in accordance with the assumptions. In IMS4POs, you can choose which elements of IMS4POs you want to audit. Assigning responsibility suggests who such an audit should be conducted with, and the description of the assumptions for the audited element provides information on what to audit. The audit itself consists of items that were marked for audit during the definition of the IMS4POs element. Initiatives: i.e. improvement information reported by Human Resources. Both those that are considered best practices, as well as those for improvement and those proposed for Catalogs, etc. In order for improvement to bring results, these processes should be linked to the motivational system in the organization promoting improvement.

Finally.

Of course, full-scale implementation of IMS4POs takes time. However, this should be treated as an investment that will pay off for years, and above all, it will build the organization of the future and the market position of the organization. In IMS4POs, individual elements and the scale of their implementation can be successively implemented and developed. There is no need (and sometimes sense or need) to implement everything at once. Different organizations are at different stages of development and usually already have certain solutions - and this should be used. In IMS4POs, the idea is to implement the above elements in a consistent manner and as part of a comprehensive concept of organization and project management. Only then can the full potential of the organization be used and maximum effects achieved.

For convenience, IMS4POs includes ready-made templates that a given organization can fit into. The modularity of the concept means that individual elements can be successively implemented, adapting them to the specifics of the organization.

How to do it and use the templates? I invite you to cooperate.