Software implementation: step by step or big bang?

The term "software introduction" (also "software rollout") describes the process of establishing new software in an organization. It is often equated with more technical tasks such as software distribution, installation and configuration. However, the term actually encompasses the entire process of introducing new software (such as an ERP system, project management software, or other enterprise software) into an organization.

This process includes

• Requirements definition
• Software selection
• Software implementation and integration
• Monitoring of the new software during operation (operation and maintenance)
• Training of users in the use of the software

The goal is to ensure that the software can be used effectively and meets the company's requirements. The selection of suitable software can already be regarded as a separate project, which is followed by the actual software introduction as a further project.

The purpose of a software implementation is to successfully implement a new or updated software in order to improve business results, increase efficiency and productivity, and meet the needs of the company.

The introduction of new business software is always a delicate matter - both for those involved in the customer company (project management, decision-makers, management) and for the provider, usually represented by the software company's user consultants.

On the one hand, such a project ties up resources, and on the other hand, the introduction has important consequences with regard to business processes. When a new project infrastructure is introduced in project-driven companies, it affects the competitiveness of the company. Possible mistakes during the software introduction should therefore be known in any case and avoided through professional project management.

• The larger the customer company is
• the more locations and departments are to be equipped with the software and
• the more deeply the software product is to be integrated into the corporate structures and business processes...

...the more complex and strategically significant it is to choose the optimal software implementation strategy.

A software implementation project, just like any other project, can be divided into five project management phases.

1. Initialization
2. Definition
3. Planning
4. Control
5. Completion

According to this IPMA model, which is based on five project management phases, the rough project structure is determined in the definition phase. In the software implementation project, this is based on the implementation strategy, which means that this must also be determined in the definition phase, i.e. before project planning.

According to the IPMA definition, the project structure, resources, deadlines and costs are planned in detail in the planning phase, the overall project plan is defined and project risks and countermeasures are determined in an iterative process. If the risks are too great, it is possible to revert to the definition phase and change the implementation strategy.

The concrete activities in the project are described in project phases. In a software implementation project, there are different project phases depending on the implementation strategy selected: For example, in the same project, the implementation of the first module may be in the final phase, while the implementation of another module is still in the planning phase.

The choice of rollout strategy comes up in the definition phase of any software rollout project. Essentially, three different types of rollout strategies are used:

1. Big Bang Approach
2. Iterative rollout strategies
3. Combined rollout strategies

In practice, the three basic approaches are often combined to form complex rollout strategies. The decision as to which rollout strategy is the most suitable in a particular case depends on a large number of influencing factors and the specific advantages and disadvantages of the various rollout strategies.

With the big bang strategy, all software modules are activated for all users on a specific date. The new software replaces the old system holistically, so that users do not have to maintain processes in the new and old systems in parallel and only work with the new software from the launch date. Big Bang is the fastest and most cost-effective way of introducing software for large companies, because there is no need to pay for, maintain and interface multiple applications in parallel - provided everything goes according to plan.

Based on practical experience, Projektron GmbH's user consultants have identified eleven central framework conditions that determine which strategy is the most suitable for a company. These eleven factors can be divided into:

• Three given company factors
• Four company factors that can be influenced
• Four product factors

Given company factors

Three corporate factors can only be actively influenced by project managers of the software provider and the company to a very limited extent.

Product factors

The architecture and characteristics of the software itself influence strategy selection in the form of four factors.

Influenceable business factors

Four factors are given, but are largely influenceable. The software vendor's consultant and the company's internal project manager should try to actively influence them before and during the project in the interest of a successful implementation.

Among the business factors that cannot be influenced (highlighted in green), time pressure is an exclusion criterion against iterative approaches. Many process changes speak against a big bang introduction. The more sites and users there are, the more likely an iterative approach is the better choice.

The decisive factor for choosing the right strategy is usually the business factors that can be influenced. Each of these four factors, which are highlighted in blue, can be improved with appropriate measures, so that further strategies can be considered. The tendency toward either an iterative or big bang approach thus results in a large number of concrete implementation strategies.

There are often several strategies that come into question under the given framework conditions. Managers (client company) and consultants (provider of the software) should focus primarily on the four company factors that can be influenced. Those who have the opportunity to positively influence these factors for the implementation project automatically have more freedom in the choice of strategy.

The expert tool helps consultants,

The tool offers customers

Once you have successfully completed your selection project for a new enterprise software and an initial test, you can initiate the software introduction project. In the definition phase of the implementation project, the choice of the appropriate implementation strategy is the central factor that determines the success or failure of the software implementation. Therefore, make it the focus of attention. It decides on the entire concept of the software introduction, on time schedules, on concrete measures from migration of the data to the contents of a training for the employees.

When deciding on a strategy, you must evaluate the complex interaction of various influencing factors and recognize combinations of characteristics that exclude or make certain strategies mandatory.

This task is very complex and can only be decided internally within the company with a great deal of experience. If you are introducing new enterprise software, you should enlist the help of specialists and manage the introduction project together with the software provider's user consultants on a basis of trust.