Learn more about the Center of Excellence (CoE) possibilities from two of Anaplan's experts through the video below. For individual articles on CoE including a description, possible structures, and more examples, click here.
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What is The Anaplan Way?
The Anaplan Way (TAW) is our tried and true project management methodology that has proven successful over hundreds of project implementations and across lines of business and industries. This methodology ensures a successful deployment of the Anaplan platform, delivers transparency during each phase of an implementation to keep the project on track, and positions the platform for strong user adoption. It is designed to be flexible and dynamic, allowing for the twists and turns that a project may face!
Many Anaplan customers do 3–4 releases of Anaplan within a year, each release building on the existing implementation and iterating additional bells and whistles along the way. When scoping out your Anaplan project, a best practice is to lay the foundation in the first phase and then use future phases to integrate more complex business requirements. This will help with user adoption as end users and model builders become more skilled with Anaplan and its capabilities.
Time Commitment: 20 hours
Where can I find learnings?
Register for Instructor Led
Complete self-paced on-demand training
Keys to Successfully Applying TAW
Set a strong foundation
Have clear and accurate information to lay the foundation and avoid confusion along the way. This information includes the manifesto (your goal), your business process, and your data.
Create a change management and training plan at the beginning of the project, extending through Go-Live.
Free up key resources
Allow enough time for your team to get involved throughout the course of the project. Partnering with Anaplan resources is the best way for your model builders to learn the technology and capabilities. This also reduces the reliance on external resources for future development.
Keep the user stories (requirements) for your first release short and focused; don’t try to boil the ocean.
Keep foundational and high priority requirements in the first 1–2 sprints, with lower priority items in the later sprints.
Utilize a master bucket–which feeds into each sprint cycle–to collect new user stories and allow for priorities to change.
Scrum meetings are the daily stand up (DSU) meetings for the project team to review progress and issues.
Keep the meetings short, typically no more than 15 minutes answering: 1) what I did yesterday, 2) what I’m committing to today, and 3) what’s in the way.
The project sponsor should be involved in the sprint reviews to ensure the team is heading down the right path and course correct as needed.
Invite key change agents in the organization to prepare for end user adoption and training.
User Acceptance Testing (UAT) Phase
Don’t test a moving target. If a critical new requirement comes up, UAT should be paused until completed and the timeline updated to accommodate the change.
Prioritize defects as they come up and clearly communicate which defects need to be resolved prior to Go-Live.
Anaplan offers a variety of on-demand and in-person training courses for both end users as well as model builders. Learn more about starting training here.
Go-Live and Post-Go-Live Support
Schedule the go/no-go meeting well in advance, as it provides the team with a goal date to drive to completion.
Anaplan is here to help! If post-go-live issues arise, our world class support team will partner with you for a resolution. For more details, check out Connecting with Anaplan Customer Care.
Ready to learn even more? Get to know The Anaplan Way on the Community today!
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What is Change Management?
Change management takes care of the people side of change. It's counterproductive to design new work processes or implement new technologies if you leave the people behind. The success of these changes will be more dependent on how individuals in the organization embrace the change than how well you draw organization charts or process diagrams.
Why is it important?
In short, it saves time and money!
In today’s environment, organizational changes are constantly happening and have become a critical component to adapting to the constantly changing dynamics of the marketplace. Organizations that can properly execute organizational and process changes gain a competitive advantage. Helping employees understand and embrace change is an imperative in such an environment.
Addressing change early within a project and maintaining consistency will reduce stress and anxiety, creating a more adaptable and engaged workplace. Not embracing change will lead to increased project timelines and budget, and ultimately will adversely impact employee morale.
Key steps to develop a change management program:
Have a clear vision that communicates changes and organizational benefits of the project.
Communication should start at the top to drive organizational alignment.
Identify who’s impacted - for key stakeholders, meet directly to gauge level of support. Develop a plan to address concerns for those with high organizational influence.
Identify change agents within the affected departments - Change agents are not necessarily someone that is on the project, but should be someone that has positive influence within a team or group.
Communicate early and often with consistency.
Request continuous feedback allowing the team to course correct.
Lastly, don’t forget to celebrate success along the way!
For our own CEO’s perspective, check out Frank Calderoni’s article in Entrepreneur magazine, 10 Truths to Change Management.
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