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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