ICT Systems Design and Implementation

The design and implementation of ICT systems that support the organisation's strategies and objectives, and deliver to their business needs, is a core service of Visionhall. Visionhall developers, architects, consultants and trainers bring to bear their business experience to add value through a formal, structured ICT design and implementation.

There may at times, be a 'window of opportunity' to complete a rapid design and implementation of a solution. While acknowledging the associated risks of such an approach, Visionhall staff have the experience, know how and methodologies that will enable the client to achieve an early and successful outcome within an optimal cost/risk/quality framework.

Whichever approach the client prefers, Visionhall staff will ensure that the systems deliver optimal cost and benefit with a significantly reduced development risk. Services offered are:

• Systems Analysis
• Systems Design
• Systems Specifications
• Systems Integration, Performance and User Acceptance Testing
• Transition of systems, processes and knowledge to Business as Usual

Change Management

Transition and change management planning are vital to a project’s success. At the project commencement, following site visits when more details are known about the locations, the users and the local stakeholders’ implementation teams can be formed. Visionhall works with each local implementation team to define a change management plan based on the principles below:

1. Effective communication
   This is important from the outset. It is important to keep all staff members informed about proposed changes and to communicate to them the reasons for the change. Wherever possible, this communication should be face to face to establish an emotional buy-in to change. It is important to identify people who are resisting the change and to help them see what is needed.
2. Full and active executive support
   Buy-in is important at all staff levels. Staff whose immediate line manager is enthusiastic about the change are more likely to feel the same. This helps to create a sense of urgency for the change.
3. User involvement
   Users should be involved in the requirements gathering process at the start of the project. This allows them to meet the project personnel and to feel part of the team. It will be helpful to identify key people at this stage who want to be involved and help to push the project through.
4. Organisational planning and analysis
   Careful and realistic planning is vital and could vary from court to court. Important milestones should be timed to avoid traditional holiday periods or times when courts are at their busiest. The plan could include taking staff from one court for a few days at a time to work in a court where the implementation has been made to encourage peer to peer support. The plan should be flexible enough to allow it to be changed as necessary through ongoing progress analysis.
5. Widespread perceived need for the change
   It is important that people involved in a change to their way of working understand the benefits. This must be clear from the start and must be realistic.

The introduction of a new computer system is the ideal time to review business processes. Now is the time to look at improvements that may be made by stream-lining processes.