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Transcript of erpimplementationmethodologywkshp20120611-13233359990521-phpapp01-111208032242-phpapp01 (1)
ERP Implementation
Methodology
Columbia Technical Consulting, Inc.
Presented by John Paulson, ERP Consultant & Project ManagerEmail: [email protected]
Phone: 503-819-0190
How to succeed with your ERP implementation
Columbia Technical Consulting Services, Inc.
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John Paulson ERP Consultant and Project Manager
Since 1997, John has consulted on over 27 ERP engagements for some of the nations leading
companies. Founder of Columbia Technical Consulting, Inc., and JDE Resources Services,
John has provided ERP solution services, consulting, project management, supply chain
consulting, operational assessments, and process and systems alignment and optimization
services to organizations throughout the nation.
.John’s expertise in ERP systems, supply chain consulting, and project management have been
requested by, and provided to, national consulting firms as; Accenture, Ernst and Young, Cap
Gemini, Delta Cubed, Panex Consulting, Premier Consulting, AMX International, Foothills
Consulting, Rapidigm Consulting, The Hunter Group, Jagwire Group, PCM Solutions,
Systems Management Inc., Versa Tech, PCI, Jibe Consulting, and many more
Columbia Technical Consulting Services, Inc.
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Introduction
Why Do Projects Fail?
Implementation Methodology
Project organization roles and responsibilities
Project management
Change Management
Stage 1 – Setup
Stage 2 - Piloting
Stage 3 – Integration
Stage 4 – Cutover
Stage 5 - Post Implementation Support
Stage 6 – Continuous Improvement Process
Phase 2?
Implementation project deliverables
Case studies
Pit falls
What worked
The Common Theme for ERP Success
Q&A
AGENDA
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Why do Projects Fail?
Columbia Technical Consulting Services, Inc.
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Reasons Why Projects Fail
13.1% Incomplete requirements
12.4% Lack of user involvement
10.6% Lack of resources
9.9% Unrealistic expectations
9.3% Lack of executive support
8.7% Changing requirements or specifications
8.1% Lack of planning
7.5% Didn’t need the software any longer
6.2% Lack of IT management
4.3% Technology illiteracy
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Reasons for Late/Over Budget
12.8% Lack of user input
12.3% Incomplete requirements or specifications
11.8% Changing requirements or specifications
7.5% Lack of executive support
7.0% Technology incompetence
6.4% Lack of resources
5.9% Unrealistic expectations
5.3% Unclear objectives
4.3% Unrealistic time frames
3.7% New technology
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Implementation
Methodology
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Methodology
Approach & Objectives
• Simplification of traditional implementation process
• Streamlined methodology for efficient implementation
• Knowledge transfer throughout the project
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ERP Implementation Approach
6 Steps
Project
Planning
System
Install
Business
Process
Workshops
Application
Analysis and
Design
Application
Setup
Project Team
Training
Functional
CRP Testing
Data Migration
Customization
Design and
Development
Procedures
and
Documentation
Integration/
customization
testing
Integrated CRP
Stress Testing
Data Migration
System
Performance
Assessment
End User
Training
System
Cutover
User
Acceptance
Testing
Post
Implementation
Support
Follow Continuous
Improvement
Methodology for ERP
Improvements
Setup Piloting Integration Cutover Post Support Cont. Improvement
Columbia Technical Consulting Services, Inc.
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Project
Planning
Project Team
Training
Application
Setup
Application Analysis
and Design
Data
Migration
Procedures
and Documentation
Integrated
Conference Room
Pilots
Customization Design
and Development
User
Acceptance
Post Implementation
Support
End User
Training
System
Cutover
System
Install
Project Management / Change Management
High Level Project View
Business Process
Workshops
Knowledge Transfer
Functional
Test
Improvement
Process
Setup Piloting Integration Cutover Post SupportContinuous
Improvement
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Steering Committee:
Set project direction and maintain project oversight
Communicates expectations
Assess impact of proposed opportunities and recommendations and make final decisions
Provide leadership and ongoing support
Own project
Action Teams:
Analyze issues, activities and processes
Develop and test creative ideas and solutions
Take ownership of ideas and solutions
Develop specific action steps and commit to action plans
Perform day-to-day project tasks
Assume accountability for design changes
Own project
Functional Teams
Steering Committee
Project Managemen
Team
Project Management Team:
Provide day-to-day project management
Ensure that project objectives are achieved
Provide process & systems advice to action teams
Provide leadership
Coordinate resources and action team participants
Serve as liaison between action teams and steering committee
Provide necessary resources
Monitor and track project status and budget
Own Project
Project Organization
Roles & Responsibilities
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Sustained
Sponsorship
Project Manager as
Coach/Facilitator/
Coordinator
Workplan
• Individuals given responsibility/accountability
•Set milestones
•Time boxed
Effective, Synergistic Team
•Team building
•Appropriate skill sets
•Well understood objectives
•Change management
•Buy in
SUCCESS!!
Clearly Defined Goals/
Objectives/Deliverables
•Measurable objectives
Project Management Process
1. Structure the project
2. Plan the project
3. Control the project
4. Assess change
5. Report progress status
6. Conclude the project
Project ManagementA process that continues throughout the project, ensuring that the project is completed on time, within
budget and within scope, making the best use of the resources available
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Detail Project Startup
Identify and deploy project team – clarify and assign project roles and responsibilities
Identify risks and mitigation plan
Detailed project plans prepared
Establish project team workspace
Establish project team ground rules
Establish project infrastructure:Milestones
Meeting schedules and process
Identify project deliverables
Establish document templates, repository and version control
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Project Plan
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Change ManagementA structured approach to shifting/transitioning individuals, teams, and organizations from a
current state to a desired future state. It is an organizational process aimed at helping
employees to accept and embrace changes in their current business environment. In project
management, change management refers to a project management process where changes
to a project are formally introduced and approved
•
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ProjectPlanning
Project TeamTraining
ApplicationSetup
Application Analysisand Design
SystemInstall
Stage 1 - Set-Up
WHAT
Preparation for the first configuration of the application & high level process definition
GOAL
To establish the road map for subsequent phase
DELIVER
Extended team kickoff
Install hardware and software
Project team application training
High level process design
Review completed analysis
Configuration entered and validated
Business Process
Workshops
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Stage 1 – Set-UpProject Planning
TASKS
Detail Project Planning
PARTICIPANTS
Project manager, process owners,
team leads, IT
DELIVERABLES
Training Plan
Issues database
Installed software
Project tracking and reporting
methods
Documentation standards
Initial end user training strategy
ProjectPlanning
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Stage 1 – Set-UpApplication Analysis and Design
TASK Review all sales cycle
documentation.
Schedule and attend design meetings
Develop design review presentation document, including scope, phases, major issues/gaps
Signoff Project Design
Complete initial setup Documentation
Signoff setup documentation
Incorporate any changes to scope into the project plan, budgets etc.
Application Analysisand Design
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Application Analysis and Design
Stage 1 – Set-UpApplication Analysis and Design (cont.)
PARTICIPANTS
CTCI consultants, client
functional leads, XXX
Consulting Services PM, Client
PM
DELIVERABLES
Preliminary design
documentation
Setup documentation
Finalized Scope documentation
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SystemInstall
Stage 1 – Set-UpSystem Install
TASK
Plan for prototype environment
installation
Install Software
PARTICIPANTS
Install consultants, IT
DELIVERABLES
Plan to prepare for the facility,
hardware, software and
resources.
An environment to utilize during
prototype
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Network tuning
Server Acquisition
PC Client Acquisition
Software Installation
Deployment server
installation
Installation Planner
Installation Workbench
Server installation
Workstation installation
SummarySystem Install
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Application setup
Stage 1 – Set-UpApplication Setup
TASK Create an empty Pilot environment
(1st pass)
Enter ERP software application setups
Validate setup in pilot
Update setup documentation to reflect actual setup
PARTICIPANTS Client MIS personnel
CTCI consultants (Client will assist to increase clients familiarity with setup steps)
DELIVERABLES Completed setup documentation
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Project Team Training
Stage 1 – Set-UpProject Team Training
TASK
Identify training requirements for client implementation project team
Obtain / develop ERP functional/technical training schedule and schedule the classes documenting the dates on the project schedule
RESPONSIBILITY
Client project manager, CTCI project manager
DELIVERABLES
Project team training plan
Project team training
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Stage 2 - Piloting
WHAT
Testing discrete transactions, inquiries, reports within each module
GOAL
90% of the business requirements configured, detailed processes defined
DELIVER
Pilot test plan
Desktop procedures
Conversion, interface plan
Application gap analysis
Report development matrix
Detailed design
Proof of concept
Knowledge transfer to client
Customization Designand Development
Proceduresand Documentation
Functional Testing
DataMigration
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Stage 2 – PilotingProcedures and Documentation
TASK
Deliver “Top Ten” template
procedures
Complete desktop procedures
RESPONSIBILITIES
CTCI consultants
Client Functional Leads
DELIVERABLES
Desktop procedures
Quick Reference Cards
Proceduresand Documentation
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Stage 2 – PilotingFunctional Testing
TASK
Create scripts for each function
Collect non-converted business data
Configure & test
Create versions, menus, etc.
Conduct preliminary test to validate
system setup
RESPONSIBILITIES
Consultants
Client Functional Leads
DELIVERABLES
Pilot Plan
Test scripts
Functional Testing
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Stage 2 – PilotingData Migration
TASK Create migration plan
transfer business data, control
tables, central objects
Create selected master tables
Run conversions
Run integrities and reconciliation
RESPONSIBILITY
Client MIS personnel
CTCI consultants
Client functional leads
DELIVERABLES
Migration Plan
Conversion plan
DataMigration
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Stage 2 – PilotingCustomization Design and Development
TASKGather requirements from client
functional leads
Write functional specification
Write program specification
Develop customization
Install customization
Test
Signoff
RESPONSIBILITY Consultants, Client
DELIVERABLES Functional specifications
Program specifications
Completed customization
Customization Designand Development
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Stress Testing
Integration / Conversion Testing
Conference RoomPilot
System Performance and Assessment
Stage 3 - Integration
WHAT Building on base design
Validating integrated business processes
Stress testing
GOAL Verify that the processes and system
will support the business across interfaces
DELIVER Integrated conference room pilot
Conversion testing & validation
Stress test/performance tuning
System performance assessment
Integration testing
Report and interface development and validation
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Integration / Conversion Testing
Stage 3 – IntegrationIntegration/Conversion Testing
Task Develop acceptance criteria at Project
Kickoff
Final validation of application setup
Validate converted data
Review pilot – Functional
Review pilot – Integration
Signoff pilot
Responsibilities Client project manager
CTCI Project Manager
Client functional leads
CTCI consultants
Client project team
Deliverables Acceptance Criteria
Client acceptance of the system
Completed integrated pilot
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Conference RoomPilot
Stage 3 – IntegrationConference Room Pilot
Task Deliver pilot plan templates and pilot
concepts to client functional leads
Approve pilot plan
Run functional pilot scripts
Modify desktop procedures as needed
Responsibilities CTCI consultants
Client functional leads
Deliverables
Approved pilot plan
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Stress Testing
Stage 3 – IntegrationStress Testing
Task Hardware response time
Database throughput
Network traffic and performance
Application response time
Responsibilities
Client MIS personnel
Client functional lead
CTCI consultants
Deliverables
Completed stress tests
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Stage 3 – IntegrationData Migration
TASK Confirm migration plan
Final test to transfer business
data, control tables, central objects
Create selected master tables
Run conversions
Run integrities and reconciliation
RESPONSIBILITY
Client MIS personnel
CTCI consultants
Client functional leads
DELIVERABLES
Migration Plan
Conversion plan
Preliminary Production DB
Final Gap Analysis
DataMigration
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System Performance and Assessment
Stage 3 – IntegrationSystem Performance and Assessment
TASK Review stress test results
Analyze breaking points
Re-test
RESPONSIBILITIES
Client MIS
CTCI Consultants
DELIVERABLES
System analysis report
System design
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UserAcceptance
End UserTraining
SystemCutover
GoLive
Stage 4 - Cutover
WHAT
Full business simulation
Training
GOAL
To fine-tune cutover procedures
and verify potential impacts
DELIVER
User system acceptance
End user training
Validate cutover/fall back plan
Process optimization
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End UserTraining
GoLive
Stage 4 – CutoverEnd User Training
TASK
Develop “Go Live” plan
Identify end user training needs
Setup client site training facilities
Develop and publish schedule
Complete training prior to going live
RESPONSIBILITY
Client project manager, Client functional leads
Deliverables
End user training plan
End user training
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UserAcceptance
GoLive
Stage 4 – CutoverUser Acceptance
TASK Final validation of application
Validate converted data
Review pilot – functional
Review pilot – Integration desktop procedures, end user training, integration testing
Signoff/User Acceptance Testing (UAT)
RESPONSIBILITY
Client functional lead
Client project manager
Client project team
CTCI consultant
DELIVERABLES
Acceptance criteria
Client acceptance of the system
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Cutover
Stage 4 – CutoverCutover
TASK Develop schedule
Develop a contingency plan
Process final conversions
RESPONSIBILITY Client Project Manager, CTCI
Project Manager
DELIVERABLES Go Live cutover schedule
GoLive
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Cutover
Stage 4 – CutoverCutover/Go Live
Going Live is a Process, Not a Milestone
TASK
Complete end user menus, responsibilities
Deliver final setup documentation, issues logs.
Begin live processing
RESPONSIBILITY
Client system administrator, CTCI consultants
DELIVERABLES
Go Live
Final documentation
GoLive
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Stage 5Post ImplementationSupport
Post ImplementationSupport
GoLive
Stage 5 - Post Implementation
Support TASK
To support the client team and infrastructure during initial use of the system back up support during first days
First „month end‟ support
Identify remaining issues
RESPONSIBILITIES
Client project team, CTCI consultants, CTCI Project Manager
DELIVERABLES
Onsite support
Next phase recommendations
Project review
Celebration!
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Stage 6 – Continuous Improvement
Define
Plan
Analyze
Develop
Test
Measure
Implement
Monitor
Continuous
Improvement
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• Phase 2 Improvements Identified
• Upgrade to latest version
– Upgrade planning
– Analyze new features
– Train & Implement new features
• Perform periodic systems audit
– Analyze new business requirements
– Review system performance & manual operations
– Develop audit report and action plan
Continual Improvement
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Implementation Project Deliverables
Project Plan
Scope Documentation
Status Reports
Process descriptions and process flows
Setups
Training materials
Customizations detail, both design and
implementation
System Designs
Interface specifications
Conversion documentation
Desktop Procedures
Issue Log and Issue Resolution
Conference Pilot - All test scripts / Signoffs
User Acceptance Testing Signoffs
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ERP Implementation Case Studies
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?
Questions
Columbia Tech Consulting, Inc.
John Paulson presents this ERP methodology presentation offering his
experiences, and insight, in what it takes to succeed in your organizations ERP
initiative. Using real world case studies of ERP implementations; what worked,
what didn’t, and the red flags to watch for, he’ll discuss how to prepare, manage,
and steer the course of your ERP initiative through the Finish Line.
John provides ERP consulting assistance in planning, software selection, project
planning and management, training, process consulting, and facilitating your
organizations ERP initiative
John Paulson, ERP Consultant
Cell: 503-819-0190
Email: [email protected]
For more information regarding this presentation, methodology, and tools used,
or to schedule this presentation at your organization contact John Paulson;