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Chapter 8
Suggested implementation plan
quantify this judgement but the answers to the following questions can lead in qualitative
judgement:
• Did the involved employees work in conformity with the way of working as
introduced in this report?
By interviewing the involved employees and going through the minutes of
meetings and (intermediary) products, the performed activities can be
compared with the activities as described in the process models. If the real
activities differ from the suggested activities, the reason(s) for this deviation
must be found. Were process descriptions clear? Were all elements of the way
of controlling effective? Do all employees recognise the benefits of the new
approach? Was the time available in the pilot project sufficient for all
activities? Etc.
• Did the involved employees use the introduced tools in the correct manner?
By interviewing the involved employees and taking a closer look at the
products/results of the usage of the tools, correct use can be assessed. If the
tools were not used in the way as described in this report, the reasons for this
deviation must be found. Was the training sufficient? Did the tool enforce a
correct use? Did the time necessary to use the tool exceed the available time?
Was the user-interface adequately? Etc.
• Did the new methodology result in clear justified BHS concept choices?
A possibility to find the answer to this question, is to compare a BHS concept
including accompanying documentation as designed in the current situation
with the designed concept of the pilot project. An employee, who was not
involved in the design of one of the two concepts, should judge the clearness
and completeness of the justification of the design choices that were made.
Does the concept documentation of the pilot project offer a better insight in
the foundation of the concept? With other words, does the documentation
answer in a structured way the questions why certain choices are made? Does
the concept documentation offer the possibility to trace all assumptions in
order to reuse (parts of) the work done in the pilot project for other BHS
projects? Etc.
• Is the designed concept in the pilot project well tuned to the total set of
requirements and wishes?
Although it is not possible to examine the correctness and completeness of the
set of requirements afterwards (a lot of stakeholders are not to be contacted
anymore), it can be compared with the official reasons why a customer did or
did not choose Vanderlande Industries to be the supplier at the end of the sales
phase. In some situations lobby activities after this decision of the customer
could possibly reveal other, non-official reasons and requirements.
An evaluation team must be formed to determine whether the expected changes did
occur. Advised members of such a team are employees related to Knowledge
Management, with contacts at all different departments related to the BHS sales phase.
This evaluation team should eliminate the current uncertainties and communicate the
(intermediary) evaluation results towards the potential users, in order to create support for
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