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Case - Malmö Stad

In: Business and Management

Submitted By loveappelgren
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Systemimplementering innebär genomförandet av en process att installera hårdvara och mjukvara (i det här fallet är mjukvaran även personalen) och att få igång AIS. Fasen inkluderar sex steg, varav de fyra mellanstegen integreras under utvecklingen.

Figur 3.1 System implementation
Varför ett nytt system behövdes, känns som överflödigt att gå in på i denna fråga, och därför lämnar vi detta orört.
Planen
Givetvis så inleder man projekt såsom detta med att utveckla en plan. Planen ska grovt sett innehålla meningen med implementeringen, en tidsplan, kostnader och vem som ansvarar för sitt område. Malmö stad har satt upp mål för HRut, som kan delas upp i projektmål och effektmål. Projektmålen tar upp vad det nya systemet ska innehålla samt när det ska vara färdigt. I effektmålen så ser vi resultatet av vad det nya systemet förväntas förbättra.
Projektmålen måste vara noggrant genomtänkta då dessa bygger grunden för det nya systemet. Ändringar som kommer halvvägs in i processen är inte accepterat och därför kräver detta noggrann kartläggning innan projektet sjösätts.
Av vad som går att utläsa av den knappa informationen så framgår det som att effektmålen enbart innebär förbättringar av olika processer. Systemet kommer inte vända upp och ner på allt utan ska förbättra och underlätta för Malmö stad och dess anställda. Längre fram är det viktigt att poängtera detta: ”Hjälp-oss-att-hjälpa-er” buskapet.
De fyra delprojekten som dem har satt upp är bra för utvecklandet av personalen under övergångsperioden. Här kan man säga att utbildningen av personalen redan börjar här, dem förebereds för det nya systemet.
Förberedelserna
Förberedelserna börjar 2008 då de nya processägarna träffas för första gången. Här är det viktigt att grundläggande se över vad som behövs för att en reform ska kunna genomföras. Många faktorer spelar in för att systemet ska kunna fungera med minsta möjliga ”friktion”. Inga förutsägbara problem får utelämnas. Processgrupperna jobbade med att beskriva hur arbetet fortskreds i nuläget, men detta visade sig vara svårt då arbetet visade sig vara inkonsekvent, det fanns nämligen flera olika arbetssätt. Resultatet blev att man visade upp ett ”bör-läge”, hur det borde vara. Detta ”bör-läge” utgjorde grunden för upphandlingen av det nya HR- systemet.
Förberedelserna är till synes grundligt gjorda. Nuläget i varje process granskades under flera månader samtidigt som man studerade andra kommuner och deras nya HR-system. Detta presenterades och diskuterades med en extern publik. Allt i enhetlighet med hur föreberedelser bör göras.
Välja och utbilda personal
Aditro utvecklade det nya systemet. Kunskapen om detta system överfördes till fem systemförvaltare när systemet startades att införas. Dessa personer jobbade under några månaders tid med att lära sig och förstå systemet. Att använda sig av egen personal är mindre kostsamt och mer effektivt.
Att HRut lärdes ut systematiskt var en god idé. Istället för att alla skulle lära sig systemet samtidigt så lärde man upp några i taget. På så sätt fick alla den hjälpen dem behövde för att lära sig systemet. Om man inte kan ett system så kommer det att resultera i att företaget, eller Malmö stad, inte får tillbaka den avkastning som dem väntat sig. Kostnaden för otillräcklig upplärning är att de som inte kan systemet kommer att vända sig till dem som kan systemet. På så sätt uppnås ineffektivitet så de anställda blir mindre produktiva och kostnaderna ökar.
Att supportorganisationen, HR-support, inte var påtänkt och inte var en del i planen, är något förbryllande. Det känns som en given faktor i ett sådant stort projekt.
I övrigt är upplägget väl utfört. Ett hierarkiskt upplärningssystem passar här bäst då projektet omfattar så pass många.
Slutföra dokumentation
Under de så kallade ”knappardagarna” så överförde man manuellt en stor mängd data från det gamla systemet till det nya.
Här ska även annan dokumentation finnas tillgänglig, t.ex. beskrivningar av systemet i sin helhet och användarmanualer.
Testa systemet
Under utvecklingen av ett nytt program så kan man låta systemanvändare och utvecklare tillsammans göra s.k. ”walk-throughs” där dem ser över programmet. När man introducerar ett nytt system är det oerhört viktigt att man testar systemet under realistiska förhållanden. Att man införde en testpilot var ett utmärkt test. Erfarenheterna från piloten kom att påverka inför det stora införandet. Fokus låg på hur man skulle kunna införa HRut på det bästa sättet. Det fanns många olika faktorer som spelade in här såsom logistiken för utbildningen, när utbildningen skulle ske, hur man skapade förståelse hos användarna för vikten av att genomgå utbildning och att hitta rätt utbildningsnivå.
System bytt
När man byter ett system så kan man använda sig av flera olika tillvägagångssätt. Malmö stad använde sig av det s.k. ”pilot conversion”. Det innebär att bara en del av en organisation först byter system. När man har löst de problemen som (oftast) uppstått med systemet så implementerar man systemet i resten av organisationen. Fördelarna är då att det är lätt att lokalisera problemen vid konverteringen och att det ger en utbildning i en ”levande miljö”. Nackdelarna är att den långa omvandlingstiden samt att det behövs ett tydligt gränssnitt mellan det nya och det gamla systemet.
Att dem har lämnat plats för en reservdriftstart visar god planeringsförmåga.
Vasaloppet
Vasaloppet är en av de mest fysiskt och psykiskt krävande tävlingar som finns. Det krävs extrem mycket förberedning och ansträngning för att genomföra Vasaloppet. Därför kan det ge en felaktig uppfattning vad Malmö stad står inför. Givetvis vill man inte lura arbetarna och säga att det är en enkel uppgift dem står inför, men Vasaloppet kan uppfattas som en omöjlig uppgift av många.
Jämförelsen med Vasaloppet är väldigt målande och ger en god uppfattning om hur det framtida arbetet kommer se ut. Beskrivningen med loppet och dess olika etapper kan i princip vem som helst förstå. Däremot kan man ju se på loppet med olika ögon då den innebär olika för nästa alla arbetarna inom Malmö stad. Dem skriver att det är en tuff resa som alla måste göra men att den är olika lång beroende på vid vilken av milstolparna man hoppar på. Redan här kan tänkas att missnöje väcks. Det är en sak att skida nio mil och det är en sak att köra upploppet och få samma uppskattning som de som har gjort otroligt mycket mer för projektet. Därför kan antas att visst missnöje uppstår.
Användarproblem
Att undvika användarproblem kan vara preventivt. En god och effektiv träning utgör i grund och botten vidden av användarproblemen. Desto utförligare träning, desto mindre användarproblem. Givetvis måste vi ta i beaktning att det handlar om 20 000 personer som ska utbildas samt den strama budgeten för detta. Helst ska som sagt det gå att undvika problemen innan dem uppkommer.
Vid behov av hjälp eller andra användarproblem så kan man ta fram en plattform där användarna själva kan gå in och få hjälp utan att söka hjälp hos andra arbetare. Det effektiviserar arbetet samt att man slipper känna sig dum som inte förstår det nya systemet. Här kan även finns ett forum där man kan gå in och fråga vid osäkerhet. Här skulle systemförvaltare kunna svara på frågor direkt.
Man kan ha uppföljningsseminarium på hur systemet fungerar, även här skulle detta kunna göras genom datorn då det handlar om många personer som använder systemet.

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[ 1 ]. (Romney & Steinbart 2009)
[ 2 ]. (Romney & Steinbart 2009)
[ 3 ]. (Romney & Steinbart 2009)
[ 4 ]. (Romney & Steinbart 2009)
[ 5 ]. (Romney & Steinbart 2009)
[ 6 ]. (Romney & Steinbart 2009)
[ 7 ]. (Romney & Steinbart 2009)
[ 8 ]. (Romney & Steinbart 2009)…...

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