Tips for managing your conversion schedule

Tips for managing your conversion schedule

David R. Coates
Intelligraphics International
741 N. Grand Avenue
Waukesha. Wisconsin 53186

Introduction
Data conversion is one of the most demanding, costly and time consuming aspects of AM/FM/GIS project implementation. This paper explores the impact of the conversion schedule on expectations within the utility organization as well as the performance of the conversion services provider. While the lines between the economic, logistical and political reasons for a realistic schedule sometimes get blurred, their impact on the success of the project is clear. Based on experience in more than 60 conversion projects, a proactive approach to schedule creation and maintenance is described. Finally, some tips on what to do if the schedule gets off track are offered.

Economic reasons
As anyone who has been involved in an AM/FM/GIS system implementation will tell you, conversion is the single most expensive component of the project cost. For this reason and because the decisions made during the conversion phase will have long lasting implications for the system, the sequence and impact of events must be well orchestrated. The business case developed to justify conversion and other project costs depends upon benefits achieved within a given time frame. A conversion schedule which is not met due to unrealistic goals or mismanagement will undoubtedly result in unrealized benefits and added cost to the organization. This ofien leads to a very uncomfortable position for the Implementation Manager as the pressure horn executive management and other affected departments are brought to bear.

Logistical reasons
Over the course of the planning and approval process, many areas of the organization are involved in the AM/FM/GIS project and become stockholders in the outcome of the project implementation. Key information management initiatives which impact your internal suppliers and/or internal customers may require coordination with the AM/FM/GIS system schedule. Any delays will inevitably affect their workflow and productivity. Training of personnel on the new system must be timed properly so that the availability of tools and data corresponds to instruction and support services. Frustration with the “new” system at the outset can have a devastating impact on morale and user acceptance.

In order to control the flow of data during the conversion phase, records are usually “frozen” for a period of time. This means that current record data will not be available to the organization for a period of time. This can significantly impact the efficiency of certain areas within the organization. If the freeze period extends beyond what was originally scheduled, the organizational impacts become even greater.

Political reasons
AM/FM projects are typically broad-based initiatives which require substantial time and commitment to bring to the approval stage. For this reason, they are also frequently high profile projects. Published schedules understandably set expectations. Unmet schedules are often construed to be the result of poor project management. If key milestones are not met, the entire project may get bad press within the organization and lose credibility. Because these projects typically last for a period of months and even years, this damage can seriously impact the prospect of future funding, management support and user acceptability.

Why bad things happen to good project managers
Certainly not all, but many projects, fail to meet their original conversion schedule. Although empirical data to substantiate this point is not offered here, anyone familiar with a number of system implementations would concur with this conclusion. There are a few reasons why this common outcome occurs.

Many projects simply start conversion activities too soon. Unresolved issues relating to finalization of the database structure, completion of project specifications, or availability of source materials negatively impact the conversion vendor’s ability to perform. Taking the time to explore and settle the fundamental questions and objectives of the project before contracting for conversion services will pay off, even if it means a delay in the start of the project.

Another reason why projects can fail to meet their projected completion date is due to less than effective management of the schedule. This is usually due to poor communication between the utility customer and the conversion vendor. There is often some flexibility in the sequencing of activities by the conversion vendor and if they are aware of key milestones or commitments, they can be a powerful ally in meeting your objectives. The conversion vendor may also experience unexpected delays or difficulties. Their responsiveness to these situations should take into account the impact on the client organization.

The two reasons identified above are not uncommon as to why conversion schedules are not met. But far and away the most common reason is simply that not enough time is allotted for this crucial phase of activity. Keep in mind that it is impossible to accurately quantify existing data prior to conversion and that some changes in the specifications or model will be necessary. A common occurrence is that while the initial phase(s) of project planning, justification and approval take longer than initially projected, the completion date for the project is not adjusted. This puts a significant squeeze on the conversion phase and often does not allow sufficient time after the pilot project to review and analyze the results. The time to make changes is in the early going before much data have been converted.

Tips for managing the outcome

Build a Realistic Schedule
The fwst step in achieving schedule objectives is to build a realistic schedule from the outset. Consult with those who have first hand experience to get some perspective. Involve the conversion vendor in discussions about the overall duration of the schedule as well as the interim milestones. This doesn’t mean asking your vendor to agree to the schedule as you have presented it. Because of competitive pressures, it may be extremely difficult for the vendor to say no, even when they are confident that it can’t be achieved. Do your best to resist pressure from above to change the schedule to conform to other initiatives.

Expect a significant ramp in the growth of the conversion staff and their efficiency. Figure 1 on the following page illustrates how production staff may be added to a “typical” conversion project. Figure 2 illustrates how the efficiency of that staff along with the process they are employing will increase over the life of the project. The result of this kind of staffing and efficiency growth is a steady increase in the number of productive hours generated per month, as illustrated by Figure 3. It takes time to design the process and customize tools for conversion but once everything is in place, a steady growth in staffing levels and their productivity will inevitably occur. Allow sufficient time for completion of the project specifications and the pilot phases. This can take up to six months. After the pilot phase, there should be an evaluation period to determine if changes are needed. The analysis and review periods early in the project Iife cycle will have a major impact on the effectiveness of the rollout.

Fig. 1 Typical conversion staffing

Fig. 2 Typical process efficiency

Fig. 3 typical productive hours

Choose a Reputable Supplier
The second tip for successful conversion is to select a reputable, experienced conversion services c provider. There are a number of publicly and privately held firms to choose from with facilities across the country and around the world. It is important to cheek references, especially as they relate to schedule. Carefully review their staffiing and productivity schedules and verify that these plans meet the test of reasonableness. Assess the vendor’s backlog and commitment to other customers.

The Request for Proposal (RFP) plays a major role in the vendor selection process. The thoroughness and clarity of the document you create directly affects a vendor’s ability to understand the project. Take your time in writing the RFP and be careful when cutting and pasting from other companies ’RFPs.

It is advisable to spend time at the vendor’s site to meet key personnel who will be involved in the project assess the company’s culture, and their utilization of technology. After the project is awarded send a team from your organization to spend a week or more at the vendor’s facilities. This will form a bridge of understanding between the two teams and enhance communication. The paybackwill come when problems arise since the project teams will better understand the impact of their actions and decisions on the other party.

Establish contractual arrangements to help manage the schedule
During contract negotiations, there are opportunities to structure the relationship with your selected vendor in Ways which will help you successfully manage the conversion schedule. One of these is to establish penalties and incentives based on performance to the schedule. While penalties can be effective, they sometimes result in time wasted looking for excuses. Incentives can help to motivate the vendor to identify and implement solutions. If penalties and/or incentives are implement~ it is best to associate these with both interim and final performance milestones. The interim goals can help to build momentum for the project team and the rewards are most effective if won soon after the corresponding performance. Another contractual method to help manage the schedule is to tie progress payments to key schedule milestones. Your conversion vendor will be motivated to reach billing milestones, and you can tie this incentive to your schedule objectives.

Understand Your Responsibilities as a Buyer
Your performance as a buyer of conversion services will have a major impact on the outcome of the project. First and foremost provide an accurate, complete set of specifications before the commencement of conversion. The conversion vendor modifies tools and processes to confirm to your specifications, and incomplete or inaccurate information will result in re-work and delays. It is not uncommon for a buyer to provide only partially complete specifications and expect the conversion services provider to provide a firm bid and schedule.

Seeondly, finish your data model and manage any changes. Take the time to understand and evaluate the Implications for any modifications. It maybe more advantageous to make changes after the data is converted.

Respond promptly and thoroughly to questions. In the early going, the conversion vendor refines their process on a daily, even hourly, basis. A prompt turnaround on queries aids the learning process for the conversion staff and avoids their having to set aside sets of documents. Don’t sacrifice thoroughness for speed however, since the implications of some inquiries will be far reaching and deserve careful consideration. Listen to the vendor. Their years of experience can often provide important solutions and warnings.

Finally, execute the quality control process efficiently and provide timely f-ck to the vendor. This is especially crucial in the early going when the processes are evolving. Once the vendor begins to ramp up their staff, lack of feedback can result in a substantial volume of converted data which must be modified by the vendor or by your staff.

Communication is the Key
Communication with your vendor is essential to establishing a proper focus on the schedule. Maintain personal, regular contact with key individuals and demonstrate concern for their progress and input. Express your pleasure and displeasure directly. The conversion vendor wants to please you and will be responsive if they are kept informed.

Track the progress of the schedule together. Agree early on to the ‘yardsticks’ to be used such as number of maps, features, miles, etc. Establish a schedule for conference calls, at least once per w- to bring the technical and administrative tis together to hear status reports and solve problems. Spend time on-site so you can learn the conversion process. This will help you to communicate more effectively and build rapport with the key players.

Approach the relationship with the conversion vendor as a partnership. Data conversion is a customized service which demands frequent and open dialogue between the buyer and service provider. Recognize that in addition to being the customer, you are also the major supplier of specifications, source materials and feedback on the quality of the converted data. The conversion provider will need a steady diet of materials and a quick turnaround for their questions to keep the ball rolling. A good working relationship must be built on mutual respect and trust.

Conclusion
The conversion schedule is one of the most important and visible components of AM/FIWGIS project Implementation and is an indispensable tool for the project manager. The schedule must be based on realistic Parameters or the results can be devastating.

If the project gets off trach try to find ways in which you can help. Get involved and work at understanding the forces which are driving the delays. Posture yourself to be part of the solutio% not the problem. Reevaluate the process by looking for ways to pick up the pace or eliminate unnecessary requirements. Ask your vendor what would help things work more smoothly. If you need to, establish a revised schedule but be sure to always have a schedule. Measure and track performance of the vendor and your staff on a regular basis.