ERP Project Management By Sabita Mishra

ERP Project Management

Sabita [email protected]

ERP PROGRAM MANAGEMENT METHODOLOGY

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What is ERP?

• ERP is acronym for Enterprise Resource Planning and is a software that helps an Enterprise optimize its resources (money, manpower and material) by integrating information and making it easily accessible and available.

• This in turn leads to superior decision making capabilities and execution of business processes within the Enterprise thereby giving the Enterprise a competitive edge in the marketplace

Fundamental Characteristics of Information

RELEVANCY

TIMILINESS

ACCURACY

Enterprises with No or Little Communication Between the Departments

FinanceR&D

Production PlanningProduction

Marketing

Sales & Distribution

An Enterprise where all departments know what others are doing

FinanceR&D

Production PlanningProduction

Marketing

Sales & Distribution

Central Database

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Information Integration Through ERP Systems

Supply Chain ManagementCustomer Rela-tionship Man-

agement

Supply Chain Ex-ecution

Supplier Rela-tionship

ManagementExtended Financial ManagementBusiness Intel-

ligence

Business Analytics

Project Man-agement

Service Management

ERP System

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ERP System – Business Environment

HR ManagementProuction Planning

Plant Main-tenance

Sales and DistributionMaterialsl Management

Quality Manage-

ment

Manufacturing

Financial Management

ERP SYSTEM

9

Supply Chain Integration

Finance Human Re-

sources

Logistics Man-

agement

Mainte-nance Man-

agementSales & Distribution

Quality Man-

agement

Business Analytics

Manu-facturing

Strategic & Operational Planning

Enterprise Re-source Planning

(ERP) System

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Technology Motivations for ERP Program

Obsolete systems 7%

System not Y2K com-pliant 27%

Poor quality/visibility of information 17%

Business Pro-cesses/Sys-tems not in-tegrated 12%

Difficult to inte-grate acquisitions 8%

Unable to support growth 5%

Disparate systems 24%

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Operational Motivations for ERP Program

Poor uncompetitive business performance

22%

Cost structure too high18%

Not responsive enough to customers16%

Complex ineffective business processes

15%

Unable to support new business

strategies11%

Business becoming global11%

Inconsistent business processes7%

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Common ERP Myths•ERP means more work and procedures1.•ERP will make many employees redundant and jobless2.

• ERP is just for manufacturing Enterprise5.• ERP is just for the ERP implementation team6.• ERP slows down the Enterprise7.• ERP is just to impress customers8.• ERP package will take care of everything9.• One ERP package will suit everybody10.

•ERP is the sole responsibility of the management3.•ERP is just for manager/decision makers4.

•ERP is very expensive11.•Enterprises can succeed without ERP12.

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ERP Market Share in 2006

SAP42%

Oracle19%

SageGroup6%

Microsoft business so-

lutions4%

SSA Global3%

Geac2%

Intentia2%

Infor Global solutions

2%

Lawson1% Others

19%

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Reasons for ERP growth

• Enable improved business performance (Cycle time reduction, increased business agility, inventory reduction, order fulfillment improvement)1.

• Support business growth requirements ( New products/product lines, new customers, global requirements including multiple languages and currencies)2.

• Take advantage of the untapped mid-market (medium size Enterprises) (Increased functionality at a reasonable cost, client server/open systems technology, vertical market solutions)5.

• Provide flexible, integrated, real time decision support (Improve responsiveness across the Enterprise)3.

• Eliminate limitation in legacy systems( Century dating issues, fragmentation of data and processing, inflexibility to change, insupportable technologies)4.

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Why is ERP Important to a Company

•ERP affects almost all Enterprises1.•ERP forces competition to change2.

• ERP is he most important tool for business process reengineering5.

• ERP enforces “Best Practice Business Processes” in Enterprises6.

• ERP fully utilizes the true potential of client server computing to deliver an enterprise product7.

• ERP has changed the nature of IS function and IT professionals8.

• ERP has changed the nature of jobs in all functional business areas9.

• ERP implementation is very costly10.

•ERP forces business partner to become more competitive3.•ERP improves the profits of the consulting firms4.

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How does ERP create value

•Integrates Enterprises activities1.•Forces the use of “Best Practices”2.

• Provides on line and real time information5.• Allows simultaneous access to data for planning

and control6.

• Facilitates intra Enterprise communication7.

• Facilitates inter Enterprise collaboration8.

9.

10.

•Enables Organizational standardization3.•Eliminates information asymmetries4.

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Tangible Benefits of ERP

On time delivery improvements

Manitenance reductions

Transpotation/Logistics cost reduction

Revenue/Profit increases

Cash management improvements

Procurement cost reduction

IT cost reduction

Financial close cycle reduction

Other management improvements

Productivity improvements

Personnel reduction

Inventory reduction

6%

7%

9%

11%

11%

12%

14%

19%

20%

26%

27%

32%

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Intangible Benefits of ERP

Supply demand chain

Business performance

Technology

Globilazition

Flexibility

Standardization

Integration

Cost reduction

Customer responsiveness

New improved process

Information visibillity

5%

7%

8%

9%

9%

12%

13%

14%

22%

24%

55%

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Risks of ERP

People69%

Process 18%

Technology13%

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Risks of ERP – People Issues

•Change management1.•Internal staff inadequacy2.

• Employee relocation and re training5.

• Staffing (Includes turnover)6.

• Top management support7.

• Consultants8.

• Discipline9.

• Resistance to change10.

•Program team3.•Training4.

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Risks of ERP – Process Risks

•Program management1.•Business process reengineering2.

5.

6.

7.

8.

9.

10.

•Stage transition3.•Benefit realization4.

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Risks of ERP – Technological Risks

• Software functionality1.• Technological obsolescence2.• Application portfolio management3.• Enhancement and upgrades4.

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Risks of ERP – Implementation Issues

•Program size1.•Lengthy implementation size2.

• Insufficient funding5.

• Interface6.

• Organizational politics7.

• Scope creep8.

• Unexpected gaps9.

• Configuration difficulties10.

•High initial investment3.•Unreasonable deadlines4.

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Managing Risks on ERP Programs

• Find potential failure point or risks1.• Analyze the potential failure points to determine the

damage they might do2.

• Mitigate risks through whatever action is necessary5.

• Assess the probability of the failure occurring3.• Based on the first three factors, prioritize the risks4.

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Three Pillars of ERP Implementation

PEOPLEPROCESS

TECHNOLOGY

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“Not Best“ Implementation Practices

• Not willing to change current business practices1.• Not learning from mistakes2.• Ignoring sound change control practices3.• Lack of sound Program management4.• Relying too heavily on third party consultants5.• Lack of documentation6.• Lack of executive level and functional level buy in7.• Failing to test adequately8.• Challenging processes 9.• Cost and time overruns 10.

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Challenges to Successful ERP Implementations

Other

Poor ERP Package Selection

Poor Project Design and Management

Software Business Process Incompatibility

Poor Communications

Miscalculation of Time and Effort

Unrealistic Expectations f Benefits and ROI

Lack of top Management support

Inadequate Training and Education

Inadequate Resources

Resistance to Change (Lackof buy in)

Inadequate Definition of Requirements

4.00%

6.40%

16.80%

23.10%

27.40%

27.70%

30.60%

32.40%

36.20%

43.10%

43.90%

46.50%

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Challenges to ERP Implementation

Business

Technology

ProcessPeople

ROI

Challenges to ERP Implementation(cont’d)

• Business Challenges:• Resource hungry• Inflexibility• Overly hierarchal• Difficult to implement: easier to adapt business

processes to the ERP software than other way around• Business challenge in terms of Enabling Partners,

Customers and Suppliers• System wide change resulting in personnel related

problems• Maintenance and support challenges

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• Technology:• Hardware• Software• Integrated Systems• Matching capabilities and needs • Compatibility and standards • Data Integrity• High availability• Disaster recovery • Scalability and Performance• Security and manageability and other operations area

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• Process:• How to implement? • Implementation Process itself (outlined in detail) • Adapting processes to those of the ERP• Program Structure • Alignment to processes• Top management support • User involvement • Phased approach

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• People:• Redefines the process• Jobs affected because of new way of doing

business as a result of ERP re-engineering• Resistance to change• Results in changes in required skill sets at the

workplace• Involves making changes in measurement and

reward systems by the management

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• Return On Investment: (Whether to invest? )

• One time acquisition costs• Product installation costs• Training costs in support of installation• Recurring costs in terms of maintenance and

management• Process costs• People costs• Technology costs

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• Return On Investment: (Whether to invest? )

• Business benefits vs. technical benefits • Operations and management cost analysis• Business cost of downtime• Analyzing costs and benefits

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35

Implementation Success Rate

Time and cost

overrun55%

Cancelled35%

On time, within budget and as planned

10%

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Implementation Details – Planned vs Actual

Cost Schedule Planned functionality0

50

100

150

200

250

300

350

100 100

41

178

230

59

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Advantages of ERP Implementation

• ERP software provides an integrated and process oriented environment leading to enhanced alignment of business values and technology goals of the Enterprise

• Leads to optimization of resources (material, money and manpower) within an Enterprise by making information easily accessible and available

• Results in improved decision making capabilities• Results in enhanced resource planning• Provides improved customer service• Leads to increased competitiveness• Results in reduced costs

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Advantages of ERP Implementation (cont’d)

• Results in improvement in the execution of different business processes within the Enterprise

• Provides an opportunity to re-examine business processes and revise them to reflect industry standards and best practices

• Results in better Program management and production planning efforts

• Reduces lead times in production• Reduces cycle time• Reduces idle time

• Enhances other supply chain functional areas

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• Results in improved product quality or availability by better managing or reporting on assembly line defects

• Reduced costs through reduced overall product inventories across warehouses and distribution centers

• Improved information about distribution channels• Reduced customer billing time• Management of better insight into company wide cash

flow leading to better cash management• Creates well defined and short line of accountability in

an Enterprise leading to better decision making process

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• Addresses shift in customer demands by analyzing buying trends across various geographies

• Provides analyses of buying trends across different customer demographics

• Leads to increased knowledge of customer orders and trends• Better response to changing market conditions by rapidly

analyzing customer and product trends• Increased knowledge of better turnarounds on returns• Addresses rapid changes in business processes as these are

demand important• Increases efficiency in an Enterprise along with compliance

with safety and quality standards

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• It folds all company units into one system of records• Provides one system or portal by which to manage activities in

a number of other systems ”behind the scenes”• Addresses changing government regulations through

integration with standard tax and other systems

Solution to ERP Implementation Challenge

Effective Program Management for successful execution and implementation of the Program

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What is Program Management?

Program Management is the discipline of planning, organizing, securing and managing resources to bring about successful execution and implementation of specific business and technology goals by a group of people comprising of managers and functional representatives within an Enterprise

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Advantages of Effective Program Management

• Provides a structured approach towards identification, strategizing, planning, design, execution, imple-mentation and re-engineering of the strategic goals of the Program to meet business and technology requirements

• Program Management helps to reduce and manage risks• Results in better team coordination leading to enhanced team

productivity and smooth operation of the Program• Creates an organized approach towards managing material,

money and manpower in the Program leading to enhanced resource planning and allocation of resources

• It puts in place a methodology where lines of accountability are short and the responsibilities of individuals are clearly defined

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Advantages of Effective Program Management (cont’d)

• Results in advanced and coordinated development activities due to superior Organizational, communication, analytical, problem solving and interpersonal skills as a result of effective Program management

• Effective Program management helps to standardize and systemize it as an engineering discipline since as mentioned before, ERP implementation is a very resource hungry Program

• When all the above mentioned factors are carefully taken into consideration, it leads to better management and implementation of the Program

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ERP Implementation - Traditional Approach

Going Live/Support

Business Evaluation Vendor & Package Evaluation

Initial Screening

Reengineering

Gap Analysis

Realization

Execution and Implementation

Business Blueprinting

Training

Phase 1- Pre Selection Screening Phase

Phase 2- Execution and Implementation Phase

Phase 3-Post Implementation Phase

Going Live/Support

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ERP Implementation – New Approach

Going Live

Program Report/Sign Off

Business Process Study (Business Evaluation) Program Scope Management

(Technical Evaluation)

Organizational Planning

Program Plan Management

Execution & Implementation

Risk Management

Phase 1 – Pre Selection Screening Phase

Phase 2 – Execution and Implementation Phase

Phase 3 – Go Live

Phase 4 – Post Implementation Phase

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Business Process Study

Program Scope Management


Program Organizational Planning

Program Resource Allocation

Program Risk Management

Program Execution and Implementation

Program Training

Going Live


ERP Program Management Methodology

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Program Training

Going Live


ERP Program Management Methodology – Business Process Study

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Objective : Establish a Business case for ERP investment by making a case for business alignment of the objectives and values of the Enterprise that can be highlighted and realized through ERP investment

• Define strategic business goals of the Enterprise• Identify business strategy in place• Detailed business analysis including Organizational and

historical information, operational information, financial information, market study, ROI investigation, product metrics to support the objectives of the Program

• An overall identification and study of existing processes and conceived processes and mapping of business processes that needs to be resolved

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Business Process Study (cont’d)

• Comparison to industry standards• Create clear linkages with business strategy along with

creating a strategic map to define cause and effect linkages• Determine program management, its impact on the business

being run differently, employees and their jobs, training and implementation issues

• Identify business requirements and high level business problems that ERP implementation will resolve

• Assess corporate change readiness• Create realistic goals and expectations for the management• Design an overall future state for making a case for ERP

implementation

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Program Enterprise Planning




Program Training

Going Live


ERP Program Management Methodology – Program Scope Management

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Objective : Establish a Technical case for ERP investment by identifying business processes that can be re-engineered and mapped into ERP software functionalities

• Set up a steering committee and appoint a Program sponsor• Baseline scope identification by redefining Program goals and

objectives along with Program deliverable and timeframes• Scope major business processes the business will transform

through ERP implementation

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Program Scope Management (cont’d)

• Study the relationship of the Program with the legacy information systems, e-commerce applications, high level technical architecture, timeframes of application release and measures of the success of the Program

• Identify changes in business structure and its impact on business and software usage to create a cohesive business operation model using the future IT infrastructure as the operation backbone

• Detailed evaluation and selection of ERP package involving (cont’d)

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• Detailed evaluation and selection of ERP package involving • Benefits• Flexibility• Maintenance and support challenges • Risks involved• ERP functional capabilities • ERP expansion potential• ERP technology deliverables• Value enhancements• ERP vendor credibility in the marketplace etc.• ERP product quality

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• Identify which modules will be used for the Program and the functionalities that are going to be used for each module

• Identify proper hardware that will be required to support development work on ERP software as a critical deliverable and physical space requirements for the Program

• Conduct a general study to have an overall view of the resource allocation that will be required for the selected package

• Conduct a feasibility study along with ROI investigation of the selected ERP package

• Develop an overall Program plan and program management methodology along with an overall implementation strategy for the ERP Program

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Program Training

Going Live


ERP Program Management Methodology – Program Plan Management

5858


Objective : Detailed breakdown of the strategic business requirements into technical and functional requirements by conducting a feasibility study and mapping the Program deliverables from all angles for the successful implementation of the Program (Process mapping and gap analysis – Technology implementation plan)• Translate business requirements into technical requirements

by first identifying key business process flows that the business will transform

• Detailed analysis and study of the identified business process flows to customize it to individual customer requirements to meet business and technical requirements

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Program Plan Management (cont’d)

• Develop Program plan and detailed methodology for delivering defined goals for each process flow

• Detailed implementation strategy and proper sequencing and scheduling of each step in the implementation process for successful execution and implementation of the Program

• The details of the implementation process should include thoroughly defined scheduling to include realistic goals, costs and timeframes to minimize system downtime

• Carefully analyze and resolve each factors affecting the implementation plan ranging from business factors, technology factors, budgetary factors and human factors such that they are broken down in different phases of the Program for effective execution and implementation

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• Program plan should include a complete inventory and analysis of application customization, interfaces, output and data conversion requirements should be performed as a basis for developing a detailed implementation plan and determine effort levels and resource requirements

• Detailed analysis of design and sizing of the SAP components to be implemented including accessibility options like SAP web application server (WebAs) internet transaction server as required

• Detailed analysis and evaluation of the implementation strategy adopted for the Program ex. Big bang implementation, phased implementation etc.

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• Explore process map from every angle and provide solutions along with configuration for the worst case scenarios

• Stress on automation as opposed to manual intervention• Optimizing the creation of new objects during configuration• Prepare realistic goals and milestones with simple and

straightforward solution

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Program Training

Going Live

Program Report/Signing Off

ERP Program Management Methodology – Program Organizational Planning

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Program Organizational Planning Management

Objective : Establish a structured approach for team formation and effective communication between the team members in the Program to achieve strategic goals and deliverables for the successful execution and implementation of the Program• ERP Programs being very resource hungry and heavy demands it

puts on personnel working on these Programs, it becomes Program managers and steering committees job of careful staff acquisition for the Program for their intended roles and responsibilities as prime movers of the Program

• Careful team development which includes representatives from different functional groups from all departments that will be affected by ERP re-engineering along with technology partners and external and internal customers as applicable

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Program Organizational Planning Management (cont’d)

• Delegating responsibilities to each and every member of the Program along with their intended role and involvement in the Program

• Establish Program communication activity and milestone deliverables

• Develop a plan for Program time management involving• Activity definition• Activity sequencing • Activity duration estimation • Schedule development • Schedule control

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• Establish a detailed communication management and information and distribution system including

• Administrative• Reporting • Daily deliverables • Weekly targets • Weekly progress reports • Establishing a frequency of reviews with team

members, supervisors and management• Establish a detailed plan and format for the meetings to utilize

the time efficiently and to get the most of the Program meetings

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• Establish a consistent method and format for information distribution among team members from electronic mail system to in person information and data distribution to providing status reports to supervisors and management

• Create a Program issues database to allow Program team members an opportunity to record problems relating to the Program for effective communication and resolution of the issues along with proper monitoring of the issues that comes up during the implementation process

• Evaluation and monitoring of the Program progress on a regular basis to keep track of the competency of the team and the Program for the timely execution of the Program

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Program Training

Going Live


ERP Program Management Methodology – Program Resource Allocation

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Objective : Proper allocation and delegation of the Program resources to the Program deliverables to comply with time and budget constraints along with Program metrics for the successful implementation of the Program

• Since ERP is a resource hungry Program, identify major resources namely money, manpower and material that is required for the Program

• Analyze and evaluate the importance of each of these resources and its importance for the strategic goals of the Program for effective resource allocation

• Prioritize these strategic goals of the Program

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Program Resource Allocation (cont’d)

• Develop simulations or create scenarios to allow flexibility and tolerances on the Program deliverables to prevent scope creep during the implementation process of the Program

• Develop contingency plans to avoid budgetary issues• Develop a detailed methodology for complying with the

above requirements where ever possible or applicable

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Program Training

Going Live


ERP Program Management Methodology – Program Risk Management

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Objective : To identify and analyze quantitative and qualitative risk factors and tolerances of the Program metrics for successful risk management• Program risk identification• Detailed identification and analysis of the constraints of the

Program including budgeting, time and performance criteria etc.

• Quantitative and qualitative risk analysis • Identify and include roles and responsibilities of different

groups and individuals in the risk management, define Organizational and stakeholder risk tolerances and high level plans for risk management

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Program Risk Management (cont’d)

• Identify factors presumed to be real that may affect the Program, its effect on daily operation, employees and processes. (These are slightly different than constraints that and can include stakeholder participation, expected funding system etc.)

• Identify effective contingency plans for each scenario for successful risk management

• Identify and assess change controls in the Program for effective management and implementation of the Program. Any change control made to the Program in the implementation stage is likely to pose a threat to progress in some way

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• Assess and identify the vendors and technology partners involvement in the Program and its effect in effective implementation of the Program such that company secrets and business practices are handled properly

• Understanding systems thinking involving quality management since any improvement in quality is direct improvement in productivity

• Assess quality control issues and develop a quality plan and carry out quality assurances and control activities

• Develop a high level quality management implementation team that can run the test plan against high level requirements to validate the scope of the Program

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• Assess time and cost schedule by creating a Program schedule, resource and budget plan

• Assess the current methodology for monitoring and controlling Program progress such that factors affecting Program requirements, unexpected technical challenges and charges in resources availability can managed to control change management and scope creep

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Objective : To develop solutions and methodology for successful risk management of the Program leading to successful execution and implementation of the Program

• Develop a detailed quantitative and qualitative risk management plan

• Develop a system for monitoring, identifying and tracking progress for effective risk management and control

• Develop a methodology for risk response along with appointing a risk response committee

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• Roles and responsibilities should be clearly delegated and defined to each member of the cross functional team to effectively manage risks and minimize downtime and change control

• Develop alternative plans and contingency plans for each scenarios as identified constraints of the Program namely budgeting, time and performance criteria in a cost effective way and without sacrificing quality

• Develop a methodology for managing change controls in the Program for effective implementation and minimized downtime

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• Develop a methodology and implementation plan for resolving quality issues for effective quality management and control

• Develop a methodology for monitoring and controlling Program progress such that factors affecting Program requirements, unexpected technical challenges and changes in the resource availability can be managed to control change management and scope creep

• Develop a shared understanding of the Program and the best tool for identifying all of the attributes of the Program objective and deliverables to quantify and manage risks effectively

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Program Resource Planning



Program Training

Going Live

Program Report/ Sign off

ERP Program Management Methodology – Program Execution and Implementation

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Objective : To execute the implementation strategy methodology and the module rollout plan that was developed involving prioritizing and sequencing of the different phases of implementation such that it results in minimized downtime and effective execution and implementation of the Program

• The implementation team should be knowledgeable about:

• Data and data recovery• Information about standard ERP updates• Knowledgeable about system debugging

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• The implementation team should be knowledgeable about (cont’d):

• Ability to excel at cross modular dependencies using ERP correction Transport system (CTS)

• Effect of ERP systems upgrade configuration and custom programs

• Baseline configuration• Final configuration• Cycle tests• Integration tests

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• ERP team should also be knowledgeable about ERP technical architecture which consists of :

• The database server• The application server• The presentation server• Two or three tier architecture• System sizing• SAP instance for example• SAP clients for example• Nature of SAP clients

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• Detailed consideration given to developed methodology of pre installations tasks comprising of :

• Implementation strategy• Global system topology• Organizational change management• Global business process standardization• Development of global elements such as

documentation templates, standard IMGs, structure and settings, master data format and documents and so on

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• Detailed planning and execution of ERP data center operations with detailed considerations given to :

• Standardization• Physical requirements from power to cooling and other

environmental controls• Cabling and cable management• Physical storage requirements for ERP infrastructure• Network infrastructure for ERP network fault tolerances• Control systems and optimal network configuration• Optimum server configuration

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• Operating systems best practices for given ERP• General storage conditions• Special considerations to storage area networks• General best practices and observations when

developing ERP infrastructure• Leveraging storage virtualization• Planning for ERP data center operations• Special considerations when deploying the technical

sandbox• Special considerations when deploying the

development system

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• Performance improvement through :• Changes in standard ERP code• Performance improvement criteria through

configuration settings• Performance improvement through master data• Performance improvement through development of

custom ABAP/4 coding• Performance improvement with buffered tables• By keeping track of response time• Through database reEnterprise and archiving• Through ERPP information system versus ABAP/4

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• Detailed planning and execution of:• Hardware management tools and utilities• OS management utilities• Database management tools• Proper leveraging of SAP solution manager• ERPs solution servers• ERP net assistant• Specialty utilities (microsoft management control-

MMC)• Cluster administration and CCmon• Remote management tools

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• Addressing in general ERP post installation tasks• Setting up a client or transport strategy• Addressing security, access and authorization• Setting up printing or faxing• Implementing a desktop restore solution• Addressing archiving

• Addressing change control and managing end user perceptions

• Testing high availability and disaster recovery along with testing data conversion and ERP monitoring

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• Functional regression and integration testing along with ERP system and system test databases

• Develop and follow the methodology conducting business process testing

• Preparing for production stress testing with the objective of achieving system levels stress testing and for training purposes

• Disk subsystem and database testing and network infrastructure testing in the real world, ERP component and DS testing tools and best practices

General New Product Testing “Inside Out” - Example

SAP GUI and Web GUI

Database Server

89

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• Key ERP stress testing considerations are:• Creating an ERP stress test Program plan • Analyzing online users and batch processes• Its all about the data• Updating the Program plan• Real versus the virtual users• ERP users versus freeware and inexpensive testing tools• Developing business process scripts• Planning “what if”• Verify system redundancy and failover perform as

expected• Ramp up to excessive loads

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• Script development and preparation in the real world by creating administrative and other utility scripts

• Core script development• Stress testing client infrastructure• Creating administrative and other utility scripts• Login and establishing a virtual user session• Ramping up users and processes• Collecting statistics

• Ensure that disaster recovery plan is effective and back restore criteria is verified and meets requirements

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• Rounding off ERP system landscape along with speeding up OS installation process and preparation for an ERP database installation process

• Using SAP solutions manager for ERP standard methodology and implementation along with founding off ERP system landscape

• Leveraging system landscape installation manager like SAPinst along with installation documents, tools and approaches along with installing the ERP enabling foundations netweaver, SAP exchange infrastructure enterprise information portal and installation details for mySAP components for example

• Special considerations should be given when deploying ERP development system and the technical sandbox

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• Developing system management techniques for ERP• Leveraging CCMS (computer center management systems) for

manual processes and checklists along with automating CCMS data collection processes

• Piloting systems management application for ERP along with evaluating enterprise systems management applications for ERP

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Program Training

Going Live


ERP Program Management Methodology – Program Training

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Program Training Management

Objective : To transfer knowledge and train and familiarize the employees and the management with the newly implemented process for effective execution of the business processes within the Enterprise

• Formal classes and courseware for ERP end users as well as system developers and technical support staff

•Onsite training workshops• Determining the personnel that need to be trained from

management to end users and customizing and delivering training curriculum accordingly

•Create and provide access to ERP knowledge warehouse

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Program Training Management (cont’d)

• Designing and using enterprise portal for knowledge management along with designing ongoing knowledge management and transfer process

• Creating computer based and online training product documents and user manuals

• Creating customized training manuals along with product documents and user manuals

• Design or provide certification programs along with documenting training of the personals

• Create a feed back loop to improve the value of the training

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Program Training

Going live


ERP Program Management Methodology – Going Live

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Going Live (Cont’d)

Objective : The final signing off of the Program where the ERP Program transitions from development training and testing stages to a full blown production environment

• Preparing the go live strategy and the cutover plan along with simulating go live scenarios

• Readying the production system and preparing for technical go live

• ERP going live, check and other review process• ERPGUI rollout mechanism• Final system updates and review and locking down the

system

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• Preparing for the first change management package• Updating responsibilities and roles of each member involved

in the Program• Preparing ERP operations and help desk along with updating

“as-is” documentation• Providing future support and service information along with

support agreements and leveraging joint escalation centers• Monitoring during go live week and in the real work and

planning for continuous improvement• Post implementation evaluation and support

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• Signing off of on the ERP Program and contract closeout• Knowledge transfer to the client and the final Program report• Provide ERP operations and helpdesk information along with

additional information regarding ERP support specialists, tools and techniques

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Program Training

Going Live


ERP Program Management Methodology – Program Report

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Program Report Management

Objective : To create a document that contains all pertinent details about the Program including business requirements, process flow charts, process maps, configuration settings along with the logic of custom developed programs and issues for future consideration to serve as a reference for future support and maintenance

• Create a format for the Program which basically covers each step of the Program management plan from business process study to go live according to client and Program requirements

• The format of the report should basically have the structure of all the steps of the Program management plan with an objective, methodology, data (qualitative and quantitative) followed with conclusion

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Program Report Management (cont’d)

• The data for the final report should come from all the information that that was collected during the course of the Program in the form of actual reports (namely weekly or management reports), e-mail transactions of information and or the database system that was set up for Program communication

• The report should also include all the Programs business requirements, all the system settings that were made to satisfy the requirements in ERP and all the business decisions that were taken to overcome issues that were taken to overcome issues during the implementation of the Program

• The Program report should serve as a future reference material or a guide for the client as they maintain the system after the Program has been completed

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Program Training

Going Live


ERP Program Management Methodology

105

Conclusion

Thank You!!!!