Many projects use the concept of “Hypercare” or “Intensive Care” after Go-Live, because during this period of usually three month, users need special support. Often, customizing and other process or master data errors are only discovered when the processes are used in real live. This is why the project team has to monitor process execution and discover and fix upcoming problems in parallel. To reduce project cost, external consultans leave soon after Go-Live or move on to the next project roll-out.
This is where the Organizational Monitor can help: It automatically lists all overdue process steps of the organizations in focus. With this overview on hand, it is easy for the project team to focus on the priority one problem (usually where backlog builds up).
Arumba’s experience in finding root causes for delays can offload the project team even more because the direct communication with the new organization is done with little involvement of the project team. Experience shows, that many problems during this phase are organizational or training issues. The project team is offloaded from this workload and can concentrate on error correction, process improvements, and future roll-outs.
The goal is: Fast improvement of process performance in the newly implemented organization while project team can work on the next go-live.