ERP Implementation

ERP

ERP

Implementation

Different Phase of ERP implementation

Different Phase of ERP implementation

are-

 _{Pre-Evaluation ScreeningPre-Evaluation Screening}



 _{Package EvaluationPackage Evaluation}



 _{PrProject oject Planning Planning PhPhasease}



 _{Gap AnalysisGap Analysis}



 _{ReengineeringReengineering}



 _{ConfigurationConfiguration}



 _{ImplImplementementatioation n eeam am rrainaininging}



  _{esting esting}



  _{En!-"ser raining En!-"ser raining}



 _{Going #iveGoing #ive}



Company Management ERP Vendors Pre-Evaluation Screening Package Evaluation Project Planning

Gap Analysis Reengineering Configuration

Implementation Team Training Testing End-ser Training

Go a!ead

Going "ive

$%

Pre-Evaluation Screening

 _{Pre-Evaluation Screening is the phase &hich}

starts &hen company !eci!es to go for a ERP System' the search for perfect solution starts%

 _{(ot all packages are same each has its o&n}

&eakness an! strength%

 _{)hile making the analysis it is goo! to}

investigate the origins of the !ifferent packages%

 _{Some packages can *e goo! in some areas &hile}

in other sectors they may not%

 _{+nce fe& packages are screene! !etaile!}

,%

Package Evaluation

 _{Package Evaluation process is one of the most}

imp phase of the ERP implementation ' *ecause the package you select &ill !eci!e failure or success of project%

 _{here is little room for error in this as ERP}

packages are so epensive once purchase! can not s&itch to another%

 _{)hile making the analysis the imp point is}

nothing is perfect ' imp here is &hether it is a

.e& imp points to remem*er &hile evaluating soft&are inclu!es%

 _{.lei*ility / Scala*ility%}  _Compleity

 _{A*ility to support multi site planning / control%}  _{#ocal support infrastructure %}

 _{otal cost i%e license ' training' customi0ation}

1%

Project Planning Phase

 _{his is the phase &hich plans that !esigns the}

implementation process%

 _{In this phase !etails of ho& to go a*out}

implementation ' sche!ules an! !ea!lines etc are !eci!e!%

 _{Roles an! responsi*ilities are i!entifie! an! assigne!%}  _{his is phase &hich &ill !eci!e &hen to *egin' ho& to}

!o it an! &hen the project is suppose! to *e complete! an! &hat to !o in contingencies%

 _{heir is a committee for this an! &hich is suppose to}

meet perio!ically through out cycle to revie& process an! chart future course of action %

a.

Project schedule

 _{his is the phase that !esigns the implementation}

process%

 _{In this phase the !etails of ho& to go a*out the}

implementation are !eci!e!%

 _{ime sche!ules' !ea!lines' etc for the projects are}

arrive! at / the project plan is !evelope!%

 _{Roles are i!entifie! / responsi*ilities are assigne!%}  _{he resources that &ill *e use! for implementation}

efforts are !eci!e! / the people &ho are going to *e in-charge of implementation are i!entifie!%

 _{Planning is !one *y the committee constitute! *y}

b. Decision of the phase

 _{his phase plans 2&hat to !o3 in case of contingencies'}

ho& to monitor the progress of the implementation%

 _{his phase also !eci!es &hat control measures shoul!}

*e installe! / &hat corrective measures or actions shoul! *e taken &hen things get out of control%

c. Team leader

 _{he project planning is usually !one *y a committee}

constitute! *y the team lea!ers of each implementation group%

 _{he committee &ill *e hea!e! *y the ERP in-charge}

4i%e% the CI+ or C++5%

 _{he committee &ill meet perio!ically to revie& the}

PROJECT PLANNING PHASE

Project schedule

Decision of phse

Te! leder

DESIGN I"PLE"ENTATION PROCESS

TI"E SCHED#LES$ DEADLINES$ ETC

RESO#RCES ARE NEEDED AND I"PLE"ENTATION IDENTI%IED

CONTINGENCIES$ "ONITOR THE PROGRA"$ CONTROL "EAS#RES $ CORRECTI&E ACTIONS

PLANNING IS DONE '( TEA" LEADERS

6% GAP A(A#7SIS

 _{Importance of Gap Analysis}

 _{Gap analysis is a phase in the ERP implementation' &here} the organi0ation tries to fin! out the gaps *et&een the company3s eisting *usiness practices / those supporte! *y the ERP package%

 _{his is the process through &hich companies create a} complete mo!el of &here they are no& / &here they &ant to hea! in the future%

 _{Main objective}

 _{he main o*jective is to !esign a mo!el' &hich *oth} anticipates / covers any function gap%

 _{It has *een estimate! that even the *est ERP package} meets only 89: of the company3s functional gaps%

 _{Different ways of finding gaps}

a% +ne of the most affor!a*le' *ut most !ifficult' solutions entails altering the

*usiness to 2fit3 the ERP package%

*% Another solution is that the company can simply agree to live &ithout a

particular function%

c% +ther solutions inclu!e;

 _{Pinning your hopes on an upgra!e or up!ating of soft&are%}  _{I!entifying a thir!-party pro!uct that might fill the gap%}  _{Designing a custom program%}

GAP ANAL(SIS

I!portnce "in o*jecti+e Different ,-s of findin.

%IND O#T THE GAPS 'ET)EEN '#SINESS AND ERP PAC/AGE CO"PAN( CREATES A "ODEL DESIGN A "ODEL CO&ERS AN( %#NCTIONAL GAP

ALTERING THE '#SINESS TO %IT THE PAC/AGE

#PDATING SO%T)ARE IDENTI%(ING A PROD#CT  DESIGNING A PROGRA" LI&E )0O A %#NCTION

. !"#"$GI$""!I$G%

&. It is in this phase that the human factors are ta'en into

account.

(. Two different connotations

1% $st one is the controversial' involving the use of ERP to ai! in

!o&nsi0ing efforts%

6% here have *een occasions &here high level eecutives have

invoke! the reengineering slogan / purchase! an ERP package &ith the aim of re!ucing num*er of employees%

<% )hile every implementation is going to involve some change in

jo* responsi*ilities' so it is the *est to treat ERP as an investment as &ell as cost-cutting measure' rather than a !o&nsi0ing tool%

=% 2Do&nsi0ing3 is a *usiness practice that may have its place' *ut it

shoul! not *e cloake! &ithin the glossier slogan of 2reengineering3%

>% he ,n! use of the &or! re-engineering in the ERP fiel! refers to

 _{he ?PR approach to an ERP implementation}

implies t&o separate' *ut closely linke! implementations involve! on an ERP site i%e% a technical implementation / a *usiness process implementation%

 _{he ?PR approach emphasis the human}

element of necessary changes &ithin the organi0ation' &hich is generally more

 _{ime consuming / has receive! its share of}

criticism for creating *loate! *u!gets / eten!e! projects%

 _{he ERP market shifts to a mi!-market focus /}

as all implementation are *ecoming more cost sensitive@ the ?PR approach has come un!er some real scrutiny%

RE1ENGINEERING

Hu!n fctor t2en into ccount

Do,nsi3in. effort

). *+$,IG-!ATI+$

 _{IMP+!TA$*" +, *+$,IG-!ATI+$}

 _{his is the main functional area of the ERP implementation%}

 _{?usiness processes have to *e un!erstoo! / mappe! in such a &ay that the} arrive! solution matches &ith the overall goals of the company%

 _{T" P!+T+T/P"}

a% A prototype- a simulation of the actual *usiness processes of the company- &ill

*e use!%

*% he prototype allo&s for thorough testing of the 2to *e3 mo!el in a controlle!

c% As the ERP consultants configure / test the

prototype they attempt to solve any logistical pro*lems inherite! in the ?PR *efore the actual go-live implementation%

 _{0T!"$GT0 1 2"A3$"00"0}

a%

Configuring a company3s system reveals

not only the strengths of a company3s

*usiness process *ut also- / perhaps

more importantly- its &eakness%

*%

It is vital to the health of the company /

to the success of the ERP implementation

that those configuring the system are

a*le to eplain &hat &on3t fit into the

package

/

&here

the

gaps

in

functionality occur%

4. IMP5"M"$TATI+$ T"AM T!AI$I$G

 _{)hen the configuration is taking place the implementation}

team is *eing traine! not ho& to use the system' *ut ho& to implement it%

 _{his is the phase &here the company trains its employees to}

implement / later run the system%

 _{he ERP ven!ors / the hire! consultants &ill leave after the}

implementation is over%

 _{Good in#house team}

 _{.or the company to *e self sufficient in running the ERP}

system' it shoul! have a goo! in-house team that can han!le the various situations%

 _{hus' it is very vital that the company recogni0es the}

importance of this phase / selects those employees &ho have the right attitu!e- people &ho are &illing to change' learn ne& things / are not afrai! of technology- / goo! functional kno&le!ge%

6. T"0TI$G%

 _{his is the phase &here you try to *reak the}

system%

 _{ere &e reach a point &here &e are testing real}

case scenarios%

 _{he system is configure! / no& &e must come up}

&ith etreme case scenarios- system overloa!s' multiple users logging on at the same time &ith the same Buery' users entering invali! !ata' hackers trying to access restricte! areas / so on%

 _{he test case must *e !esigne! specifically to fin!}

the &eak links in the system / these *ugs shoul! *e fie! *efore going live%

7.

G+I$G 5I8"

 _{+n the technical si!e' the &ork is almost}

complete-!ata conversions is !one' complete-!ata*ases are up / running' / on the functional si!e' the prototype is fully configure! / teste! / rea!y to go operational%

 _{he system is officially proclaime! operational' even}

though the implementation team must have *een testing it / running successfully for some time%

 _{?ut once the system is 2live3' the ol! system is}

remove! / the ne& system is use! for !oing *usiness%

&9. "$D -0"! T!AI$I$G%

 _{0uccess 1 failure}

 _{he success or failure of an ERP system !epen!s on ho& the}

actual users use the system%

 _{he most successful implemente! ERP packages fail !ue to lack of}

en! user training%

 _{People are divided into groups}

 _{ERP system changes the jo* !escriptions of the people' so it is}

important to i!entify the people &ho are going to use the system% he current skills of the people are i!entifie! / they are !ivi!e! into groups%

 _{Every group is provi!e! training on the ne& system%}

 _{Training sections}

 _{he training section gives the overall vie& of the system / ho&}

P+0T IMP5"M"$TATI+$ :MAI$T"$A$*" M+D";%

 _{Important factors}

 _{+ne important factor that shoul! *e kept in min! is that the post}

implementation phase is very critical%

 _{+nce the implementation is over the ven!ors / the hire! consultants}

&ill go%

 _{$ecessary enhancements 1 upgrades}

 _{here shoul! *e people &ithin the company &ho have the technical}

processes to make the necessary enhancements to the system as / &hen reBuire!%

 _{he system must *e upgra!e! as / &hen ne& versions or technologies}

are intro!uce!%

 _{Training is needed}

 _{Everyone &ho uses these systems nee!s to *e traine! on ho& they &ork'}

ho& they relate to the *usiness process / ho& a transaction ripples through the entire company &henever they press a key%

 _{he training &ill never en!@ it is an ongoing process@ ne& people &ill}

al&ays *e coming in / ne& functionality &ill al&ays *e entering the organi0ation%

 _{Ma<imum value for these input}

 _{#iving &ith ERP system &ill *e totally !ifferent from installing them%}  _{o&ever' an organi0ation can only get the maimum value of these}