The implementation plan of the integrated value proposition design framework is a detailed plan that encompasses an implementation roadmap, the implementation phases and key milestones, a resource and stakeholder allocation plan, and a means to measure the performance of the implementation of the framework.
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6.4.1 Implementation roadmap
The order of the functional tasks in the framework is essential to illustrate a complete process of value creation. The functional tasks within the integrated value proposition design framework are conducted in series. However, the responsibility for the deliverables of each functional task must be divided between the multifunctional team members, and they are conducted in parallel.
Figure 44: Implementation roadmap structure
The implementation roadmap for the integrated value proposition design framework is presented in Figure 44. The roadmap is a tool to enhance communication between the multifunctional team members, and to conduct as many deliverables as possible in parallel.
The working of the implementation roadmap is as follows. The framework begins with an initial product idea, and the identification of a core framework implementation team and the framework implementation team leader. The initial idea is communicated to the team at the start of the project, each team member takes responsibility to contribute towards the high-level business plan, and goes back to their multifunctional teams where the deliverables for the first functional task of the integrated value proposition design framework are conducted in parallel. After a predefined period, the core implementation team converges at the first milestone. The deliverables of the first functional task are combined, the findings are discussed, and decisions are debated. Again, the core team splits and the high-level business plan is finalised and approved.
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Between milestones 1 and 2, the team leader defines the implementation plan, clearly stating the milestone dates, deliverables, resource allocations, and responsibilities. At the second milestone meeting the team leader communicates the implementation approach to the project team. Thereafter the implementation roadmap, the regularity of milestone meetings, and the implementation time requirements depend on the implementation approach defined by the team leader, as long as the implementation roadmap follows a concertina-like movement, with the core multifunction team meeting at a milestone, dividing the work, and meeting again to combine the work.
It is recommended that the roadmap be designed according to a formal functional design approach such as the integrated definition language (KBSI Software, IDEF Method, available at
http://www.idef.com/), or a Microsoft Project software model (Microsoft Software, version 2013, available at http://office.microsoft.com/en-za/project/ )
6.4.2 Implementation phases and key milestones
The critical path is the longest sequence of activities in a project that need to be completed on time for the project plan to succeed. The critical path of the integrated value proposition design framework consists of the functional tasks inside the framework that need to be completed in a serial manner. Although the multifunctional teams are assigned to complete tasks in parallel between these milestones, the execution of the framework follows a sequential procedure. Figure 45 recalls the implementation phases inside the framework.
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The seven main implementation phases are indicated in Figure 45. Depending on the size of the scope of the product, together with the implementation of the stochastic simulation and forecasting model of the integrated value proposition design framework, the team leader can subjectively decide on the number of milestone meetings and the regularity of deliverables between the implementation phases; however, the critical path is marked as moving from function one to function seven. Strong leadership is required in the core framework team to ensure that targets at the milestones are met.
6.4.3 Resource allocation
The integrated value proposition design framework uses the organisation’s employees as the main resources to implement the framework. The other resources on which the implementation of the framework depends are modelling tools such as SnapSheets XL, R, KBSI, or MS Project.
The value chain, over which the customer value propositions apply, disaggregates an organisation into its relevant strategic units. Value chain units are the basic activities from which an organisation builds its human resources in the form of multifunctional teams.
The main resources for the implementation of the integrated value proposition design framework are multifunctional team members. Each business unit influenced by the customer value proposition statement is involved in the implementation of the integrated value proposition design framework. The framework core implementation team consists of the senior representatives of the organisation’s value chain business units that are responsible for realising customer value propositions.
Figure 46 shows the value chain activities, and which multifunctional teams would typically be involved in the implementation of the integrated value proposition design framework. The multifunctional teams might vary, depending on the organisational setup.
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The software resources mostly used within the implementation of the integrated value proposition design framework are SnapSheets XL (SnapSheets XL Software for Microsoft Excel, version 2007, available at http://www.sigmazone.com/snapsheetsxl.htm ), a Microsoft Excel add-in, and the statistical computing software R (CRAN R software, R language reference, version 3.1, available at
http://cran.r-project.org/)
As a good project management practice, the implementation of the framework could be improved by making use of formal modelling applications such as the integrated definition language, KBSI, and Microsoft MS Project.
6.4.4 Performance measurement
The two main performance measurements of the integrated value proposition design framework are whether the tasks of the framework are delivered within the predefined time periods, and whether the quality of the tasks delivered is as desired. The third best practice design principle typically used is whether the tasks are delivered within budget. Given that the framework mostly uses employees as resources, if the tasks are delivered within the right time and according to the desired quality, the organisation inherently saves money because it prevents the employees from having to repeat work.