• For this team approach to work, there should be from eight to eight hundred users of
  the system.
• The software implementation should be of core business software, such as accounting, sales management, service management, inventory management, or manufacturing management.
• The software changes will affect business users, not just the IT department.

Is this material really for the IT department?

Actually, no. In any software conversion, there are many tasks that will be undertaken by an IT department, or by external technical resources. Each of these tasks will require detailed planning and completion. However, the key to Successful Software Conversion is that the technical aspects play a small role in a complete conversion. The management material presented in this course focuses on organizing all participants in the project, particularly internal business resources. The main philosophy behind the methodology is that these implementations are best treated as business or educational projects, with the IT department supporting the changes.

How many people need to be part of the project?

It really depends on the size of your company and the scope of the project. Think first about which departments will be affected, and how many people will end up experiencing change because of the new system. Then you can determine if each department requires a team lead, or if certain managers can handle more than one department. From there, determine if each department requires additional people to build a solution, and how many will be required to be trainers or in-house support.

How many people need to take this training?

Again, this depends on the size of the project. Many companies will send only the person assigned as project manager, and perhaps one or two additional senior team leads. Most of the material presented in the courses can be shared by the project manager with the team. If you wish to have a team of eight or more participate in the workshop, private sessions can be negotiated.