ERP Implementation Methodology – Your role in it
SUBHAJIT MAZUMDER Managing Member, Team Advisory
Agenda • • • •
Understanding ‘Implementation’ Ch ll Challenges & Risks & Ri k Implementation Methodology Action Plans
Understanding ‘Implementation’ • Standard software process parlance – development installation delivery development, installation, delivery • Why Implementation? • Various aspects involved – Business process – Accepted practices & best practices – Extent of re‐engineering – Organization maturity & culture – Technology
Challenges • Identifying need for ERP – what tangible benefits does a company expect? benefits does a company expect? • Is ERP the way to achieve it? – we are talking abo t con iction about conviction • Legacy systems have served for no. of years – replace them!! • Business processes have been carried out this way for x no. of years – change them!! • Learning barriers g
Challenges • Cost of implementation – what are my one‐ time costs and recurring costs? time costs and recurring costs? • So many products (roughly over 300 today!!) – which one will I implement? hich one ill I implement? • Commitment of resources over a LONG period of time • How to go about choosing the right implementer? • Will the implementation be successful? p
Risks • • • • •
Implementation risk U Usage risk ik Financial risk Resource risk Data risk
The beginnings • • • • • •
ERP fitment has been done – [elaborate] S Scope of implementation has been decided fi l t ti h b d id d Consultants have been engaged Know your stakeholders Form a team!! – [characteristics] [ ] The project is about to begin – buy in some time
Team Structure Client Project M Manager
Consultant P j tM Project Manager
Client Process O Owners
Consultant Functional
Client End Users
Consultant C lt t Functional / Technical
Client Readiness • Prepare for the implementation – Analyze current ways of conducting business Analyze current ways of conducting business – Identify pain areas / bottlenecks – Identify tangible, measurable, desired Id tif t ibl bl d i d improvements – Orient your people about ERP – Orient your people about ERP tell them its for tell them its for better – also let them know the initial hurdles – create a mindset create a mindset – Document
So far..
Project ‘go’ decision has been taken with conviction
Pre‐implementation P i l t ti consulting has been done. Derive maximum benefit maximum benefit during this stage.
Getting ready for the marathon implementation
Implementation Phases Analysis
Go‐Live
User Acceptance Testingg
Design
Configuration & Customization
Analysis • • • • • •
Requirements gathering stage AS IS AS‐IS TO‐BE Gap fitment – fit, workaround, customization Requirements Document – q FRD / PDD / SRS / / What you should do?
Design • • • • • • •
There is nothing to design!! Wh t What you should do? h ld d ? Technical Design Documents Information Flows Delegation of responsibility g p y System Architecture Connectivity / Hardware / Software suitability Connectivity / Hardware / Software suitability
Configuration • • • • • •
Questionnaires D t t Data templates l t Verification & Validation Some data migration What you should do? y En‐Vision!!
Customization New processes will be developed T h i l Technical work products k d t What you should do? Ensure complete integrity with base product functionality • Do not customize too much!!
• • • •
User Acceptance Testing • • • • •
Test plans B i Business cycle definitions l d fi iti Identifying correct functional testers What you should do? Remember the onus of testing lies on you!! g y
Go‐Live • • • •
Data migration O Opening balances i b l User roles What you should do?
Post‐Implementation • Use! Use! Use! the ERP system • Identify problems (if any) Id tif bl (if ) • Complete execution of all possible activities within a time framework • Verify ticket resolutions • Ask for limited support • Own the system Own the system
Questions? Thank You team.advisory@gmail.com