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Better Project Implementations with Better Mathematics

by Alexandra Weber

March 25, 2012

Better implementations are measured with better mathematics

Prerequisites for designing our enterprises could be something like:

-        Silicon Chip: Allows faster computing

-        Liquid Crystal: Extended memory

-        SAP HANA & Cloud consumed via mobile devices

-        Quantum algorithms, etc…

It wouldn’t be very difficult to quickly gather all experts to showcase these products and to suggest their use.  They could quickly engage us into the latest best implementation of the century. 

How do we plan for such an implementation that would last us a decade?

Scientific and technically assimilated devices with consistent procedures are driving those gadgets that are the essence of these latest applications that we sense the impulse to implement.   We know that if running such enterprises we would generate substantial profits which would downright pay off for every up front ransom.  We all see their vast paybacks from many successful implementations around us, but we are all struggling to instrument them correctly for many shift focusing reasons.

Taking a journey to implement these genius systems and products would take some precise and math-intensive manufacturing.

Different processes of operations could be required for different industries in some cases, but they would all necessitate the new sets of mathematical models and setups, with many new ideas on how to implement such assorted but similar technologies.  The objective is to complete them in a timely manner without many acquired costing repercussions and productivity disruptions.

When it comes to planning our approach in starting the enterprise projects, developing and designing or testing the enterprise systems; measuring if we even have the accurate and precise requirements to start such applications, we are focused primarily on the time, cost and resources.  In fact, this is the first question that we need answered.   Our clients would like to use the analogy such as: “When I take my Mercedes to the service shop to fix my old lights, I expect to receive the exact quote”. 

We often don’t even conceder some of key value drivers and restrictions as being the pre-requisite of our project preparation phase.  SAP had ingenuous ASAP methodology with Solution Manager and NetWeaver added Business Process Management Information Enterprise models.  Such foundation is used for planning, building, and execution of enterprise systems.  This enterprise planning decorum system is fundamental input to the construct of the enterprise solution.

We cannot continue to measure our project deliverables on a larger scale with mostly recycled Microsoft tools, and continue to provide such project estimates.  Relevant Excel designed roadmap phases and charts are offering the initial timeline of major high level developments or applications to be considered, but they do not deliver comprehensive plans and toolkits to carry on with meticulous portions of the enterprise system if we don’t use them in conjunction with other SAP modeling practices and methods such as ASAP, ARIS, Solution Manager, Application Lifecycle Management, etc... 

Microsoft templates are helpful to easily communicate project updates, but those are not the adequate and progressive method streams to be used by experts when solution-ing and tracking the enterprises and applications.  More is looked-for.

With some major outgoings, we continue to experience the countless need for even nearer project delivery and we continue to reduce the scope in order to meet the budget, but technically we are expanding the scope due to the complexities that were not scheduled for initially, due to the nebulous requirements and up front preparation.

Example of customer’s Mercedes service experience could be as follows: Car went to the Mercedes service with all the lights operational, except the rooftop light for which the quote for fix was given and accepted by customer to proceed with the service. When customer returned to pick-up his car, the itemized invoice stated that additional repairs would be necessary as one of the transmitters needed to be replaced, due to some prior wrong maintenance done by the non-Mercedes mechanic.  As a result, Mercedes service had repaired the rooftop light which is now working but another lower light had stopped functioning. This calls for additional time, cost and additional labor.

From then on, we could fall into trap where project is becoming unmanageable, and the only limits that we continue to monitor are the: time and money.  The actual strategy and science of developing and caring for the design program which we were directing, had actually transformed into our secondary focus, but under pressure, our primary focus is the fast and less costly fix.

Scientists that work on the mathematically tested models that determine the designs and integrate the strategies composed, when their time, cost and efforts are included factor in the deliverable equation, it only makes it easier for them to fully deliberate.  Freezing such scientists into the up-front quotation is not necessarily a sensible project management.  

Lately we tend to forget that more up-front time analysis is a pre-requisite for value realization output, which is adding to the mathematical equation with more positive result.

Example designed authentically by Alexandra Weber with Figure A: Rock and Roll Model and Figure B: Sapling Model reminds that we benefit more when staying in tune with Rock and Roll.

Rock and Roll Model by Alexandra Weber

 

Figure A: Rock and Roll Model designed by Alexandra Weber

 Sapling Model

Figure B: Sapling Model design by Alexandra Weber

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