ERP Implementation

ERP Implementation

Different Phase of ERP implementation are

Pre-Evaluation Screening

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Package Evaluation

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Project Pr oject Planning Ph Phase ase

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Gap Analysis

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Reengineering

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Configuration

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Implement Impl ementatio ation n eam rain aining ing

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 esting

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 En!-"ser raining

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Going #ive

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Post Po st Implementation Imp lementation Ph Phase ase

Company Management

Go a!ead

Pre-Evaluation Screening

ERP Vendors

Package Evaluation

Project Planning

Gap Analysis

Implementation Team Training

Reengineering

Testing

Going "ive

Post Implementation P!ase

Configuration

End-ser Training



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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! evaluation process starts%

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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 perfect fit or good fit%

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

.lei*ility / Scala*ility%

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Compleity

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A*ility to support multi site planning / control%

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#ocal support infrastructure %

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otal cost i%e license ' training' customi0ation etc%

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Project Planning Phase

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his is the phase &hich plans that !esigns the implementation process%

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In this phase !etails of ho& to go a*out implementation ' sche!ules an! !ea!lines etc are !eci!e!%

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Roles an! responsi*ilities are i!entifie! an! assigne!%

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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%

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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 team lea!ers%

b. Decision of the phase

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his phase plans 2&hat to !o3 in case of contingencies' ho& to monitor the progress of the implementation%

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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

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he project planning is usually !one *y a committee constitute! *y the team lea!ers of each implementation group%

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he committee &ill *e hea!e! *y the ERP in-charge 4i%e% the CI+ or C++5%

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he committee &ill meet perio!ically to revie& the progress / chart the future course of action%

PROJECT PLANNING PHASE

Project schedule DESIGN I"PLE"ENTATION PROCESS TI"E SCHED#LES$ DEADLINES$ ETC RESO#RCES ARE NEEDED AND I"PLE"ENTATION IDENTI%IED

Decision of phse

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

Te! leder PLANNING IS DONE '( TEA" LEADERS CO""ITTEE )ILL 'E HEADED '( INCHARGE

6%

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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%

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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%

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Main objective 

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

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

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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%

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

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+ther solutions inclu!e; 

Pinning your hopes on an upgra!e or up!ating of soft&are%

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I!entifying a thir!-party pro!uct that might fill the gap%

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Designing a custom program%

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Altering the ERP source co!e%

GAP ANAL(SIS

I!portnce %IND O#T THE GAPS 'ET)EEN '#SINESS AND ERP PAC/AGE CO"PAN( CREATES A "ODEL

"in o*jecti+e

Different ,-s of findin.

DESIGN A "ODEL CO&ERS AN( %#NCTIONAL GAP

ALTERING THE '#SINESS TO %IT THE PAC/AGE LI&E )0O A %#NCTION #PDATING SO%T)ARE IDENTI%(ING A PROD#CT  DESIGNING A PROGRA" ALTERING SO#RCE CODE

. !"#"$GI$""!I$G% &. (. 1% 6%

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It is in this phase that the human factors are ta'en into account. Two different connotations $st one is the controversial' involving the use of ERP to ai! in !o&nsi0ing efforts% 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 an ERP implementation mo!el initially !esigne! / use!%

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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

*PR APPROACH

). *+$,IG-!ATI+$ 

IMP+!TA$*" +, *+$,IG-!ATI+$ 

his is the main functional area of the ERP implementation%

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

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T" P!+T+T/P" a%

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

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

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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%

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0T!"$GT0 1 2"A3$"00"0

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% a%

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

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)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%

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ere &e reach a point &here &e are testing real case scenarios%

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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%

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he test case must *e !esigne! specifically to fin! the &eak links in the system / these *ugs shoul! *e fie! *efore going live%

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G+I$G 5I8"

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

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he system is officially proclaime! operational' even though the implementation team must have *een testing it / running successfully for some time%

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?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% 

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0uccess 1 failure 

he success or failure of an ERP system !epen!s on ho& the actual users use the system%

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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%

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Every group is provi!e! training on the ne& system%

Training sections 

he training section gives the overall vie& of the system / ho& the in!ivi!ual actions &ill *e affecting the entire system%

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

Important factors  

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$ecessary enhancements 1 upgrades 

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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 

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+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%

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%

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