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Detailed Method for VEST-Ware Development

Phase One: Analysis and Selection

This is most effective when implemented by a team consisting of one or more owners of the work process, employees who will use the computer to complete the work processes, and those with expertise in work analysis and automation. Their involvement will mean a smoother implementation and acceptance of the computer later.


	a.		Work analysis. This analysis should begin with a definition of the desired end results and the means to achieve that result. The potential application of automation should then be explored. The company should conduct a cost benefit analysis to determine potential gains vs. costs. The analysis should provide the basis for the development of general specifications for use later in selection of hardware and software.

	b.		VEST-Ware overview. Planners should identify the action steps needed to get through the work process and pinpoint steps that could be automated. The information that should be generated by the computer and the form in which it should be displayed at various stages should be identified. The overview should reveal specific software requirements which can be used in software selection.

	c.		Software selection. This should be based on the specifications generated in the VEST-Ware overview.

	d.		Hardware selection. In hardware selection, critical factors to consider are costs – of the hardware, in operating time, and in user time.

Phase Two: Implementation

Hardware/Software Implementation
	1)	Hardware installation and testing. Hardware must be installed in-house and tested for proper operation.

	2)	Software installation and testing. Packaged software must be installed and tested. The user should have overall responsibility.

	3)	Development of access software. It may be valuable to develop simple software that allows the user to access the packaged software. At this stage, basic data fields and templates may be built if planners did a thorough VEST-Ware overview previously.

Social Implementation
	1)	Team formation. Employees can form implementation teams based on similar work processes for learning and support, as well as for basic decision-making on computer use.

	2)	Selection of initial users. Not all people accept new technology at the same pace. Only a small percentage (approximately 10%) will eagerly embrace a new technology. The majority of employees must watch “trusted others” use the new technology. Initial users should be selected for their innovativeness and eagerness to use the new technology, as well as for their role as “trusted other.”

	3)	Operator training. Employee training should begin on both hardware and software operation. At this stage, training would impart the fundamental knowledge and skills needed to perform basic operations on the machine.

VEST-Ware Documentation
	1)	Detailed work analysis. All information needed to construct the VEST-Ware document itself should be accumulated.

	2)	Analysis of actual computer capability. An analysis of the capabilities of both hardware and software should be made to make sure they match vendor documentation.

	3)	Production of VEST-Ware procedure. A VEST-Ware production team – one or more users, a technical expert, and a person skilled at analysis and writing – can be formed. Their job is to pull together information collected in the two previous steps and to shape it into a logical, readable format.

	4)	Testing. VEST-Ware procedures should be examined from three different viewpoints. Most important, do they actually lead to the desired work results? Do they reflect technical instructions correctly? Are they readable and clear to the user audience?

Initiation of Pilot Projects

The pilot project provides an opportunity for a full test of the automated work process, a visible demonstration to employees, and a final test of VEST-Ware effectiveness. The length and extent of the pilot should be determined by the level of interest and the readiness of all potential users.

Phase Three: VEST-Ware Training and Use


	a.		Training in Work Process Experiences, as well as new, employees should be training in the work process since all will be affected by automation. The written procedure may become the primary tool in this training since it focuses on the whole work process including “computer steps.”

	b.		On-the-job Training with VEST-Ware This training should develop employee skills in carrying out the entire work process, including hands-on experience at the computer. The training should be closely supervised, with employees receiving immediate feedback on steps that are done right or wrong. The training also serves as a “start-of-use” phase for the newly automated work process.

Phase Four: Evaluation and Modification

Evaluation
	1)	The ultimate test of added automation is the increased effectiveness of the work process. The focus should be on benefits accrued and costs incurred. Evaluators should also look for unexpected positive or negative side effects. The evaluation should results in a statement of the overall effectiveness/ineffectiveness of the automation and an identification of issue/opportunities that may merit further action.

	2)	A performance appraisal of employees using the newly automated work process should be an integral part of the evaluation phase. This appraisal should focus on the improvement of employee performance on the entire work process and should not simply appraise employee computer use. The end results of this appraisal should be considered by the company when rewarding employees for job performance.

Modification
	The last step in the VEST-Ware implementation process is to identify and modify any aspects of the work process, VEST-Ware, software, or hardware to gain the desired work results.

These implementation phases for VEST-Ware may be expanded to fit the company’s specific needs. In all cases, however, planners should focus firmly on improving the company’s work process, looking at the computer as a means to an end, and not as an end in itself.

		Holland & Davis VEST-Ware Contact For more information on how your organization’s Change Management success can be improved with Work Process Guides, contact Joe Kazen, VEST-Ware Practice Leader. Joe can even arrange a more-detailed demo for qualified inquiries.

		Joe Kazen, 713-877-8130.

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