Don't fall into the trap of testing individual functions or software vendors' "modules." Run a comprehensive, integrated test of the entire system, with data that flow through all portions, so that interaction can be tested in an environment as close as possible to the one to be implemented.

Don't just run through the vendors' screens and reports, or slavishly replicate your existing approaches. Use all policies, procedures and forms that will be used to actually run the business, but look for improvements/streamlining in the process. The software is only one business tool and will only work as part of an integrated whole.

Document results of tests and discussions, using screen and report copies as well as written notes and published summaries.

In most cases, the group will begin to realize how little is really known about the process and how many issues have gotten away from it in the past. The CRP process permits knowledge to expand rapidly, and will enable them to better resolve issues raised.

G. Disposition

Bringing closure to the effort is key to benefiting from all the work to be done. A structured, methodical approach, documentation of results and control of open issues will help make this happen.

It's important to capture the results and issues raised and to relentlessly pursue their resolution to continually improve the system approach. Issue resolution is what really drives the change process.

Use the empowered team to resolve issues whenever possible. Maintain a dialog with affected organizations. Use the steering committee as the "secret weapon" to overcome obstacles when they can't.

Don't just "automate the mess you already have." Focus on re-engineering the process for improved performance, but don’t get carried away. In some cases, it’s possible to make major improvements after the initial implementation.

Put mechanisms in place to rapidly translate findings and recommendations into change. The best way to do this: competent team members should be drawn from affected areas, be empowered by their management to make changes, given guidelines for rapid change implementation and encouraged to do it! To break bureaucratic logjams, we suggest that suggested changes be approved by default, if entered to a regularly published issues resolution log, discussed at a project meeting and remain unchallenged for a specified time.

Conclusion

It may be evident from the preceding material that the CRP approach provides an excellent opportunity for evaluation, testing, development, education and training. This is a great way to build a trained team ahead of time, to ensure a more successful implementation.