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In most cases, an SPM implementation leverages several consultants (as I posted before, either from a 3rd party consulting company specialized in Sales Performance Management like OpenSymmetry, a large IT consulting firm like Accenture, or directly from the solution supplier).
With a very aggressive implementation schedule, and a significant investment in time and money, it only makes sense to want the consultants to perform at their maximum efficiency. That’s why several ‘things’ should be ready before the clients arrive on site.
Internet Access: Some clients think that Internet is not a necessity. They might be right, but having access to the web and to e-mails can significantly improve performance.
IT Access: Access to different system areas are required; a database administrator will need access to the databases, an ETL designer will the password to the ETL tool, comp designers will need access to the comp solution, etc. Some software and security certificates might need to be installed, or maybe the consultants will need a network ID. It sounds trivial, but I’ve been on projects where it took weeks to get the proper access to these resources.
Facility Access: A visitor pass and an escort might be sufficient for a few days until the real pass is ready, but if this stretches so long, it will be a major inconvenience for the consultants. Consultants tend to work long hours, so this pass should also work after hours.
Work Space: Consultants don’t need fancy offices, but they will need somewhere to work. Sharing a cubicle is OK, but asking 10 consultants to work in the same small windowless and non-ventilated room is a recipe for unhappy and unproductive consultants.
Phone: Unless everyone on the team is located in the same building, on the same floor and within shouting distance, having access to a phone is important.
Subject Matter Experts (SME) Availability: An SPM implementation always represents a time investment for the client. It is surprising that often, the client is not available to answer questions, attend meetings, etc. The list of SMEs / project contacts should be compiled ahead of time and provided to the consulting team.
Project Information: The consultants will, of course, also require relevant project information such as the project scope, compensation plans, data, reports, etc. This is the area where there is the most room for improvement. Many companies don’t realize exactly what is required for the implementation to start, and consulting companies sometimes don’t communicate this very well or ahead of time.
In my experience, getting these things right will not only help speed up the project, it will also set the tone for the entire engagement and contribute to getting the project to the finish line on time.
I just started a new project two weeks ago and this client has been exemplary. Everything was ready before I arrived on-site, and they even prepared a cubicle for each member of my team with our names on it! Since I started consulting, this is the first time I don’t have to print out my own name and pin it to the cubicle’s wall.
These little things are sometimes all what a consultant needs to be motivated.
Contact me if you would like to receive a readiness checklist for your SPM implementation or if you’d like to discuss key readiness elements to kickoff your project.
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