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Post-ImplementationPhase of ERPSunit PatilVishwas S. Kamble

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Measure - quantitative indication of extent, amount,dimension, capacity, or size of some attribute of aproduct or process. E.g., Number of errors

Metric - quantitative measure of degree to which asystem, component or process possesses a givenattribute. A handle or guess about a given attribute. E.g., Number of errors found per person hours expended

Post Implementation

Measures

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The Different Phases Of The ERP Implementation

1)Pre-evaluation Screening2)Package Evaluation

3)Project Planning Phase

4)Gap Analysis

5)Reengineering6)Configuration

7)Implementation Team Training

8)Testing

9)Going Live

10)End-user Training

11)Post-implementation

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Post-implementationTo reap the full benefits of the ERP system, it is very

important that the system should get enterprise-wideacceptance.

There should be enough employees who are trained to

handle the problems that might crop-up. There

should be people, within the company, who have thetechnical prowess to make the necessary

enhancements to the system as and when required.

The system must be upgraded as and when new

versions or new technologies are introduced.The post-ERP organization will need a different set of

roles and skills than those with less integrated kinds

of systems.

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PreVs Post-implementation

Pre-implementation Post-ImplementationFUNCTIONALITY PROBLEM OF TRANSFORMATION DUE

TO ERP

TECHNOLOGY ENHANCEMENT OF ERP FUNCTIONS

IMPLEMENTABILITY OF THE SOLUTION ORGANIZATIONAL REACTION TOCHANGE

CHANGE ADAPTATION ORGANIZATIONS NON ADHERENCE TOTHE STARTEDPRINCIPLES

EXPECTATIONS MUST BE MANAGED INFLATING RESOURCES FOR ERPIMPLEMENTATION

EMERGENCIES

BPR, KT, KM, SERVICE DESK &TRANSAITION

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Model

product

operation revision transition

reliability efficiency usability maintainability testability portability reusability

Metrics

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PROBLEM OF TRANSFORMATION DUE TOERP

Employees find it hard to digest the transformations

that place in an organization all on a sudden due toERP implementation.

In fact employees exhibit positive signs as everything

goes right in the first place. But as one progresseshe finds difficult to work as it gets more complex.

The initial interest and expectation turns into

apprehensiveness in due course of time.

There is another category of people who did not

encourage ERP right from the conceptualization

stage.

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Training

Training is a key component in accelerating performance.

The aim is to develop software application skills in a shorter

period and reduce errors when using the software.

Once the critical areas requiring skill development are identified,

training is used where it works best to develop skills and abilitiesthrough practice and feedback. With software systems, a few of

the typical application-specific tasks are:

Classify a group of concepts

Solve problems using a process Complete a procedure

Evaluate based on a principle

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Training

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ENHANCEMENT OF ERP FUNCTIONS

.

This dilutes the ERP Existing system after modifying

it a couple of times. Repeated change in

configurations and systems will only add to the

confusions.

When the functions are operated by a singlemachine it becomes increasingly difficult to make the

necessary changes. These troubles arise when they

are not foreseen and addressed in the

implementation stage. They have to be given a place in ERP

implementation plan.

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ORGANIZATIONAL REACTION TO CHANGE

Changes do happen quickly and immediately in the

organization after ERP is implemented.

But if there is no proper understanding of the process

or mishandling of information, it will result in

questioning the ERP process. If updating is not done

in the machine it will only affect the business processand create unnecessary confusions.

The changes don't happen all on a sudden in an

organization and expecting it immediately will only

cause needless disappointments. In spite of all this, expecting every member in the

organization to respond proactively, if that happens

the chances of ERP implementation t

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ORGANIZATIONS NON ADHERENCE TO THESTARTED PRINCIPLES

Organizations largely experience a wide gap

between practices and preaching .

In fact this has a negative effect on the

entire scenario itself.

The voracity and impact of loss could be greater and

more devastating when this turns out to be true evenin the case of ERP.

Since ERP successful functioning is purely based on

following the laid down procedures the lag could

throw a serious challenge on ERP'S potential rightfrom the stage of its implementation.

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INFLATING RESOURCES FOR ERPIMPLEMENTATION

The implementation time and money always exceeds

the promises and stipulated deadline and amount.

This makes companies to lose faith on ERP and

ERP vendors.

They think that ERP vendors overplay on the costs

and time required but it is not so.

In fact they are aware of it in the very beginning

stage itself but have a different reason for

concealing. They don't disclose it in the beginning

because it would look like exaggerating. However many people mistake this to be the cause

for ERP implementation failure.

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EMERGENCIES

Emergency communication channels in case of

failure should be prepared.

There should be proper maintenance of the system

There should be effective back-up plans in case

system failures occur in required coverage areas.

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Change Management

Increased customer focus-Delight

Reduced cycle time

Competition on costs

Quality Assurance is in demand

Introduction of new products, that the customerwants

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Knowledge management

Knowledge management (KM) comprises a range of

strategies and practices used in an organization toidentify, create, represent, distribute, and enable

adoption of insights and experiences. Such insights

and experiences comprise knowledge, either

embodied in individuals or embedded inorganizations as processes or practices.

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Help Desk

Customer service

Support automation

Technical support