Article

7 make-or-break details in a nationwide self-service technology deployment

Often small, overlooked details during a deployment can cause the biggest headaches.

April 22, 2013

By Kevin Kiziah

The sheer scale of national self-service technology rollouts and maintenance often causes important details to get pushed to the wayside. The details may go unnoticed at the onset of the implementation or during the maintenance, but these seemingly insignificant details may resurface later and cause project delays or rack up unexpected expenses later in the project.

Regardless of what kind of self-service kiosks you are rolling out, small details can make or break the success of the multi-site installations. Below are seven important, but often overlooked, components of a successful national self-service technology rollout.

Conduct a pilot program

Before launching a full-scale, multi-site self-service technology rollout, develop a small-scale pilot program to test the system and develop efficient processes. Implementing a pilot program seems like a logical piece of a national deployment; however, many companies skip this crucial step. Implementing a pilot program will also help you identify potential problems early in the process so a solution can be developed prior the launch of the national rollout.

Develop a holistic schedule

All national rollout projects have a schedule, but few have a holistic schedule that takes into account the many outside factors that might impact the project. Your company's schedule and deadlines are the first priority when it comes to developing a national technology rollout project schedule; however, there are several outside factors that need to be taken into consideration as well.

It is important to include each vendor and contractor in the schedule planning process to identify possible efficiencies between them and to ensure there are no schedule constraints or schedule conflicts between vendors that might be incompatible with your company's internally derived schedule.

Plan for decommissioning activities

Many national rollouts require decommissioning tasks in addition to commissioning tasks. Decommissioning is the process of taking down an old system to make way for a new system, and commissioning is the process of installing a new system.

It is obvious that you don't want an untrained technician performing commissioning tasks; however, there is often a lack of effort put into planning decommissioning activities. As a result, untrained individuals may be asked to perform decommissioning tasks out of convenience. Improper decommissioning can result in damages that affect the new system. Be sure any decommissioning work is included in the scope of work document and performed by trained technicians.

Request a site closeout process

Just as much attention should be given to a job site's closeout process as is to the installation. Each project should include a site close out process that provides you with proof that the deliverables were provided as promised. If there is a problem with the system or an uncompleted task, now is the time to uncover it while the technicians are still onsite. Don't wait until the problem shows up at a later date and disrupts business operations. The site closeout process should include submission of photographs of the finished project, sign off sheets and or completed checklists.

Refine the process

A multi-site rollout means there are multiple opportunities for technicians to uncover new efficiencies and develop solutions to address unforeseen problems. Don't wait until the project is over to capitalize on these discoveries. Continue refining your process as the project progresses and update your documentation so that subsequent project sites can make use of the new information.

Create a post-install plan

The completion of the installation of new technology at multiple sites might be the end of the installation project, but it is the beginning of the use of the technology, which means you have to determine how you are going to support the technology after the installation.

A post-install plan should be developed at the same time you develop the initial scope of work. The post installation plan should include a MAC (moves, adds and changes) agreement or service agreement so you have a plan of action when changes or problems occur to keep the operation running smoothly.

Schedule a post-project meeting

Every project provides learning opportunities. At the end of the project have a meeting to discuss lessons learned from the project to capture and record those learning opportunities. Review what worked, what didn't, and what needs to happen in future projects. Store the document in a location where it will be used the next time you conduct a national technology rollout.

Kevin Kiziah is president of Automated Systems Design Inc., which provides manufacturing, management and maintenance of nationwide custom turnkey information transport systems.

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