Setting goals before going for a new ERP
Author: Prayukth K VGraphics: Prabahar ChitraikaniOct 2014
Going for a new ERP
The allure of an ERP system Addresses information fragmentation
A good ERP is a tour de force
Streams operations across the enterprise
Delivers operational speed and efficiency
Helps focus resource deployment
Promotes operational integration
Enables transparency
Serves as a backbone for future growth and expansion
Going for a new ERP
The approach Scoping
Selecting an ERP solution
Seeking Board approval
Goal setting
Building an implementation team and PMO
Implementation
“Table top pilots”
Cutting over
Stabilization
Going for a new ERP
Must haves before project initiation Clear mandate from management and organizational buy-in
Confidence in value addition
Identify process improvements
Structured program to leverage vendor strengths
Understanding of data migration complexities
Shortlist low hanging fruits
Resource plan
Information on data silos
Clearly defined goals and objectives
Evolved internal learning mechanisms
Knowledge of best practices and pitfalls
Going for a new ERP
Arriving at a goal map Identify key stakeholders and processes
Map existing IT landscape
Define projected IT landscape and process improvements
Identify project resources
Identify low hanging fruits
Identify task aggregations
Establish stakeholder communication steps
Augment the documentation capability of the PMO
Going for a new ERP
Types of goals Planning oriented
Resource oriented
Process innovation
Vendor oriented
Data oriented
Implementation orientated
Post-implementation roadmap and communication
Going for a new ERP
Planning orientedPre-implementation Finalizing key dates (Vendor finalizing, cut over) PMO setup Internal buy-ins Scoping closure Resource mapping closure Vendor agreements Pilots\proof of value
Implementation Short-term goals (low hanging fruits) Feature-functionality mapping Feedback mapping Internal sign offs Cut over
Post-implementation Stakeholder communication Business and real-time feedback
Going for a new ERP
Resource oriented Criteria for resource transfer
Dates for handover of key internal resources for PMO
Budgetary allocation closure
Supplementary resource negotiations closure (ongoing basis)
Going for a new ERP
Process Innovation oriented Mapping existing processes, grading
Internal ideation framework closure
Process improvement goals
Pilot innovations closure
Implementation process mapping
Post-implementation process landscape evolution
Going for a new ERP
Vendor oriented Vendor landscape mapping
Pre-EoI ERP function SWOT
EOI and engagement framework
Shortlisting and finalization
Defining successful implementation
Vendor onboarding and pilot launch
Pilot closure and cut off agreement
Long term engagement agreement
Going for a new ERP
Data oriented Identifying major data silos
Getting data ready for migration
Veracity check
Establishing backup
Data gathering scope
Setting analytical goals
Database integration goals
New data usage pattern analysis
Data correction goals
Going for a new ERP
Implementation oriented Methodology agreement and closure
Resource tie-in
PMO mandate
Vendor sign offs
Pilot launch and closure
Process owner signoffs
Going for a new ERP
Post-implementation roadmap and comm Key internal\external communication dates
Post cut over milestones
Finalizing individual department plans
Process improvement documentation
Vendor performance appraisal
ERP performance appraisal
Going for a new ERP
Pitfalls Bureaucratic processes and organizational structures
Initiating too many implementations simultaneously
Inaccurate project scope
Organizational culture
Preference for establishing tech goals rather than business ones
Untrained organizational leaders
Inability to communicate atattainment of short-term goals
Neglecting the needs of the end user
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