Three Pillars of Successful Implementation - Government driven legal changes

Implementing the government-driven requirements is often perceived as a necessary evil, especially when such changes often make day-to-day business more complicated and cumbersome. But it does not have to be. What if we could use the opportunity to sharpen a competitive edge and maybe even achieve savings on the side?

Few kind words from the client:

NSO project was a challenging one: big scope, mutable environment, tough deadline. Tenthpin has made a significant and key contribution, helping the project team out to deliver the solution in full, and on time. Their level of expertise on SAP and an effective project management together with a full understanding of the business needs, made our goal possible delivering an unparalleled customer experience.

-Senior Manager, Commercial and Supply Chain Operations

Tenthpin recently implemented a client solution stemming from a new mandate of the Italian government. In a nutshell, all the public orders in the healthcare sector must be issued according to the latest PEPPOL standard and follow newly defined business processes. Those processes include the validation and distribution of messages by the government hub NSO (Nodo Smistamento Ordini).

Despite having project requirements being continually fine-tuned, our team delivered the solution on time (in fact, we were ready earlier than the government). We also managed to position our client as a technology and thought leader in the sector

Multiple factors contributed to the success; however, for this article, I decided to delve into three I consider the most important. Let’s call them “the three pillars of success”:

I.     Listen and understand

Before jumping to a solution, it is beneficial to try to understand the problem first.

There are many questions worth answering: How does the business operate today? What are the long-term goals? What are the consequences of implementing "the change"? Can they be negative? How could "the change" be used to improve business processes? How to mitigate possible negative consequences?
In the end, we want to build a simple list of requirements telling us only basic things:

  • What? -What is required?
  • Why? - Why is it needed?
  • Who? - Who will use it?

Focusing on a bigger picture with in-depth knowledge of the details is the best way to ensure synergy and buy-in from all involved parts of the organization.

II.     Leverage existing knowledge and processes

We always endorse using standard functionalities and best-practice processes. However, in rare situations, new statutory requirements may not yet be supported. If waiting is not an option, one way forward is a bespoke solution.
When going this route, try to make sure you build on the standard system functions and best practices. The new solution should be streamlined with existing business operations and leverage existing skills as much as possible. The more familiar the new solution feels, the easier the testing, training, and business process adjustments will be.

III.     Accept the change

The government always has a broader point of view. They try to streamline different industries with plans for the future. What may look like a massive change for us; is probably just a minor tweak in the overall picture. Those tweaks will happen.
Voice all concerns and suggestions. The team working for the government can benefit from them too. The earlier you speak up and start asking awkward questions, the better. Remember dates are not written in stone.  They will move, but not always in your favor.

Lastly, it goes without saying, but obviously, you need a great team.

The above list of crucial elements is not exclusive, but we considered them to be the critical success contributors to our case.

Armed with a mutual understanding of all involved parties, we have managed to build one team with a very clear set of objectives. The team bent on success.

And we succeeded. There was no other option

About the Author

Marcin Ciesielski

Advisor - United Kingdom

Marcin is an experienced project manager and S/4 HANA expert in our SAP practice.