ERP Implementation Best Practices :

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  • Have to keep reminding everybody of why we wanted this system anyway in all forums and at all times Communications plans for fund holders Communications plan for students (30,000) 2 posters (logging in; registration), fee statement insert, full-fledged web site, press release (picked up in student handbook) Communications plan for instructors (4,000) 2 brochures (Logging in and viewing class lists; Entering grades on web), full-fledged web site 6 demonstration sessions Banner Training room and training team Banner Help Desk FAQs, How-tos
  • Have to keep reminding everybody of why we wanted this system anyway in all forums and at all times Communications plans for fund holders Communications plan for students (30,000) 2 posters (logging in; registration), fee statement insert, full-fledged web site, press release (picked up in student handbook) Communications plan for instructors (4,000) 2 brochures (Logging in and viewing class lists; Entering grades on web), full-fledged web site 6 demonstration sessions Banner Training room and training team Banner Help Desk FAQs, How-tos
  • ERP Implementation Best Practices :

    1. 1. ERP Implementation Best Practices : A Success Story Copyright , Roger Rigelhof. This work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author.
    2. 2. Implementation Best Practices <ul><li>EDUCAUSE </li></ul><ul><ul><li>A Survey found similarities and differences in CFOs’ and CIOs’ perceptions of Best Practices </li></ul></ul><ul><ul><ul><li>Pollyanne S Frantz, Arthur R Southerland and James T Johnson, ERP Software Implementation Best Practices, EQ, 25 (4), 2002 </li></ul></ul></ul>
    3. 3. Agenda <ul><li>The ERP Implementation </li></ul><ul><li>Implementation Best Practices </li></ul><ul><ul><li>How they were viewed by CIO and CFO </li></ul></ul><ul><ul><li>How we implemented them </li></ul></ul><ul><ul><li>Effectiveness (subjective) </li></ul></ul><ul><li>What is success, anyway? </li></ul>
    4. 4. ERP Implementation <ul><li>McGill University, Montreal Canada </li></ul><ul><ul><li>30,000 students </li></ul></ul><ul><ul><li>Research intensive </li></ul></ul><ul><li>SCT Banner </li></ul><ul><ul><li>Finance June 2000 </li></ul></ul><ul><ul><li>General Person Aug 2001 </li></ul></ul><ul><ul><ul><li>First module for Student </li></ul></ul></ul><ul><ul><li>HR/Payroll January 2002 </li></ul></ul><ul><ul><li>Student </li></ul></ul><ul><ul><ul><li>Web Registration April 2002 </li></ul></ul></ul>
    5. 5. Implementation Best Practices <ul><li>Definition </li></ul><ul><ul><li>A best practice is what results when qualitative comparisons are made between similar organizations business practices. </li></ul></ul><ul><ul><li>OR </li></ul></ul><ul><ul><li>A best practice is any activity that an organization finds successful in accomplishing a task. </li></ul></ul>
    6. 6. Best Practice 1 <ul><li>Executive management should endorse the ERP project. </li></ul><ul><ul><li>High ranking by both CFO and CIO (mean above 4.6 on a 5 point scale). </li></ul></ul>
    7. 7. Best Practice 1 <ul><li>Implementation </li></ul><ul><li>Project Sponsors – VPs </li></ul><ul><ul><li>Provost and VP Academic </li></ul></ul><ul><ul><li>VP Finance </li></ul></ul><ul><ul><li>Deputy Provost and CIO </li></ul></ul><ul><ul><li>Subjective Assessment: Essential to success </li></ul></ul>
    8. 8. Best Practice 2 <ul><li>Executive management should remain actively involved throughout the implementation. </li></ul><ul><ul><li>Mean ranking below 4.6 on a 5 point scale </li></ul></ul>
    9. 9. Best Practice 2 <ul><li>Implementation </li></ul><ul><li>Executive Policy Committees </li></ul><ul><ul><li>VP, AVP, DP-CIO, Director / Registrar, Project Director and Project Manager </li></ul></ul><ul><ul><li>Project Governance </li></ul></ul>
    10. 10. Project Governance CSA FIS Policy HR Policy SHARD SIS Policy CIO Project Sponsor HRPM PMG Project Director Project Services Team Project Manager HRIS/Payroll Team Project Manager SIS Team Project Manager FIS Team Project Manager
    11. 11. Best Practice 3 <ul><li>ERP software implementation responsibilities should be shared between the information technology department and functional areas where the software is being implemented. </li></ul><ul><ul><li>High ranking by both CFO and CIO </li></ul></ul>
    12. 12. Best Practice 3 <ul><li>Implementation </li></ul><ul><li>Policy committees involved senior management in the implementation </li></ul><ul><li>Implementation teams consisted of functional and IT people </li></ul><ul><li>Subjective Assessment: Essential </li></ul>
    13. 13. Best Practice 4 <ul><li>Executive management should be cognizant about the institution’s ability to adapt to the organizational changes that occur when ERP software is implemented. </li></ul><ul><ul><li>High ranking by both CFO and CIO </li></ul></ul>
    14. 14. Adapting to an ERP “ Go-live” Productivity 18 Months ? Implementation ERP “Shock” Time Benefits 3 month preparation period
    15. 15. Implementation <ul><li>ERP Shock Relief </li></ul><ul><li>SIS and FIS specialists </li></ul><ul><li>Funded by IST, coordinated by project manager and training specialist </li></ul><ul><li>Hired by colleges to support Faculty </li></ul><ul><li>Training, liaison, advocates </li></ul><ul><ul><li>Subjective evaluation: Important </li></ul></ul>
    16. 16. Best Practice 5 <ul><li>A project manager should be assigned full-time to the implementation. </li></ul><ul><ul><li>High ranking by both CFO and CIO </li></ul></ul>
    17. 17. Best Practice 5 <ul><li>Implementation </li></ul><ul><li>That would be me! </li></ul><ul><ul><li>An Academic with some previous experience with projects </li></ul></ul><ul><ul><li>Subjective Assessment: Essential </li></ul></ul>
    18. 18. Best Practice 6 <ul><li>The project team composition should represent all functional areas where the software will be implemented. </li></ul><ul><ul><li>Perceptual difference between CFOs and CIOs </li></ul></ul><ul><ul><li>CIOs significantly more likely to agree </li></ul></ul>
    19. 19. Best Practice 6 <ul><li>Implementation </li></ul><ul><li>Finance System: </li></ul><ul><ul><li>Core team of managers from Accounting </li></ul></ul><ul><ul><ul><li>Broad consultation within the entire financial community – esp for CofA </li></ul></ul></ul><ul><ul><li>Functional specialists in Purchasing, AP, AR, Budgeting, Grants </li></ul></ul>
    20. 20. Best Practice 6 <ul><li>Implementation </li></ul><ul><li>Student System </li></ul><ul><ul><li>Managers from Admissions, Registrars, Student Records Officers from Colleges of Arts, Science, Grad Studies </li></ul></ul><ul><ul><li>SROs used to test “mock” registration </li></ul></ul><ul><ul><li>Students used for communication plans etc. </li></ul></ul>
    21. 21. Best Practice 6 <ul><li>Implementation </li></ul><ul><li>HR/Payroll </li></ul><ul><ul><li>HRPMC (HR Project Management Committee) met regularly. </li></ul></ul><ul><ul><li>Subjective Assessment: Essential </li></ul></ul>
    22. 22. Best Practice 7 <ul><li>Project team members’ normal job responsibilities should be reassigned to other employees for the project duration. </li></ul><ul><ul><li>Perceptual difference between CFOs and CIOs </li></ul></ul><ul><ul><li>Lowest ranking by CFOs </li></ul></ul>
    23. 23. Best Practice 7 <ul><li>Implementation </li></ul><ul><li>Temporary promotions and backfilling </li></ul><ul><li>Replacements were trained before Implementation started </li></ul><ul><li>Finance and HR systems </li></ul><ul><ul><li>Managers spent 4 days/week at Project HQ </li></ul></ul><ul><li>Student System </li></ul><ul><ul><li>100% at Project HQ </li></ul></ul><ul><li>Subjective Assessment: Essential to do one or the other. Advantages/disadvantages either way. </li></ul>
    24. 24. Best Practice 8 <ul><li>Employees should receive training on how to work as a team on a project before implementation begins. </li></ul><ul><ul><li>Perceptual difference between CFOs and CIOs </li></ul></ul><ul><ul><li>CIOs significantly more likely to agree </li></ul></ul>
    25. 25. Best Practice 8 <ul><li>Implementation </li></ul><ul><li>Partially implemented </li></ul><ul><ul><li>We did a relatively small amount of team training </li></ul></ul><ul><ul><li>In Finance and HR we had existing teams </li></ul></ul>
    26. 26. Best Practice 9 <ul><li>The institution should retain ownership of the implementation process. </li></ul><ul><ul><li>High ranking by both CFO and CIO </li></ul></ul>
    27. 27. Best Practice 9 <ul><li>Implementation </li></ul><ul><li>Project Definition Document </li></ul><ul><li>Consultants were used, but the emphasis was on skills transfer </li></ul>
    28. 28. Best Practice 10 <ul><li>A separate dedicated work environment specifically created for the project team aids implementation. </li></ul><ul><ul><li>Perceptual difference between CFOs and CIOs </li></ul></ul><ul><ul><li>CIOs significantly more likely to agree </li></ul></ul>
    29. 29. Best Practice 10 <ul><li>Implementation </li></ul><ul><li>Project headquarters </li></ul><ul><ul><li>Functional and technical users brought to a work environment specifically dedicated to the project team and to building the system. </li></ul></ul><ul><ul><li>Subjective Assessment: Essential </li></ul></ul>
    30. 30. Best Practice 11 <ul><li>All employees who will use the software should receive thorough training. </li></ul><ul><ul><li>High ranking by both CFO and CIO </li></ul></ul><ul><ul><li>Perceptual difference between CFOs and CIOs </li></ul></ul><ul><ul><li>CIOs significantly more likely to agree </li></ul></ul>
    31. 31. Best Practice 11 <ul><li>Implementation </li></ul><ul><li>Training room and training team (approx 6 trainers – as many as 30 at times!) </li></ul><ul><li>Basic Navigation course plus: </li></ul><ul><ul><li>Finance: 5 courses </li></ul></ul><ul><ul><li>HR: 3 courses </li></ul></ul><ul><ul><li>Student: 23 courses </li></ul></ul><ul><li>4,840 Employees attended 1 or more sessions </li></ul><ul><ul><li>As of May 2003: </li></ul></ul><ul><ul><li>Total number of sessions: 1,166 </li></ul></ul><ul><ul><li>Total number of attendees: 7,094 </li></ul></ul>
    32. 32. Best Practice 11 <ul><li>Implementation </li></ul><ul><li>Detailed instructions for each and every form </li></ul><ul><li>Banner Help Desk </li></ul><ul><ul><li>FAQs, How-tos </li></ul></ul><ul><li>Hands-on obligatory sessions </li></ul><ul><ul><li>You only get access to the forms for which you have had training </li></ul></ul><ul><li>Drop-in labs (bring in your real work) </li></ul>
    33. 33. Best Practice 12 <ul><li>Executive management should help employees network with peers at other institutions undergoing similar implementation initiatives. </li></ul><ul><ul><li>Mean ranking below 4.6 on a 5 point scale </li></ul></ul>
    34. 34. Best Practice 12 <ul><li>Implementation </li></ul><ul><li>User Group Conferences </li></ul><ul><li>Summit </li></ul><ul><li>Active participation </li></ul><ul><li>Subjective Assessment: </li></ul><ul><ul><ul><ul><li>Improves quality and efficiency of </li></ul></ul></ul></ul><ul><ul><ul><ul><li>the implementation </li></ul></ul></ul></ul>
    35. 35. Best Practice 13 <ul><li>It is often necessary for an institution to change its administrative processes to fit the software. </li></ul><ul><ul><li>Mean ranking below 4.6 on a 5 point scale </li></ul></ul>
    36. 36. Best Practice 13 <ul><li>Discussion </li></ul><ul><li>Vanilla or Vanilla with sprinkles </li></ul><ul><li>System must be acceptable to end users </li></ul><ul><li>HR, Finance more likely to change processes than Student Records </li></ul>
    37. 37. Best Practice 14 <ul><li>Outside consultants can facilitate implementation efforts. </li></ul><ul><ul><li>Mean ranking below 4.6 on a 5 point scale </li></ul></ul>
    38. 38. Best Practice 14 <ul><li>Implementation </li></ul><ul><li>Vendor Consultants for hands-on training of implementation team, technical team </li></ul><ul><li>Consultants were used to facilitate and validate </li></ul><ul><li>Process Improvement Assessment </li></ul><ul><li>Total Consulting: About 4,000 hours </li></ul><ul><li>Subjective assessment: Essential </li></ul>
    39. 39. Best Practice 15 <ul><li>Implementation information should be continuously communicated to the campus community. </li></ul><ul><ul><li>Mean ranking below 4.6 on a 5 point scale </li></ul></ul>
    40. 40. Best Practice 15 <ul><li>Implementation </li></ul><ul><li>BannerSpeak – quarterly newsletter </li></ul><ul><li>Website </li></ul><ul><li>Information sessions before each go-live </li></ul><ul><li>Information reports to Deans, Senate Committee on Student Affairs, Senate Committee on Information Systems, Computer Users Committee </li></ul><ul><li>Subjective Assessment: Essential </li></ul>
    41. 41. Best Practice 16 <ul><li>Conversion of data from the old software system to the new should begin early in the implementation process. </li></ul><ul><ul><li>Mean ranking below 4.6 on a 5 point scale </li></ul></ul><ul><ul><li>Lowest ranking by CIOs </li></ul></ul>
    42. 42. Best Practice 16 <ul><li>Implementation </li></ul><ul><li>For student system: </li></ul><ul><ul><li>Converted all electronic “person record” – 450,000 records </li></ul></ul><ul><ul><li>Converted all electronic Student records -250,000 </li></ul></ul><ul><li>Financial data was partially converted </li></ul><ul><li>HR Legacy system ( a relatively new system) was converted. </li></ul>
    43. 43. What is success, anyway? <ul><li>Possible Definition </li></ul><ul><ul><li>Success is realizing your vision. </li></ul></ul>
    44. 44. What is success, anyway? <ul><li>We stated our vision in a Project Definition Document in 1999: </li></ul><ul><li>Our vision is of a McGill in which the constituents - faculty, students and support staff, have direct access to secure data, and the means to accomplish certain administrative tasks. Thus students and staff would maintain the appropriate parts of their own records directly. Students, for example, would apply to McGill, be able to track their applications, register for their courses, request student aid, examine their records, via a form of universal access such as the Web. Academic staff would receive course rolls, submit marks, and receive support for academic advising via the Web. </li></ul>
    45. 45. What is success, anyway? <ul><li>Possible criteria </li></ul><ul><ul><li>On time, on budget </li></ul></ul><ul><ul><ul><li>Only if the scope doesn’t change! </li></ul></ul></ul><ul><ul><ul><li>Only if Technology doesn’t change! </li></ul></ul></ul><ul><ul><li>Are all end users happy </li></ul></ul><ul><ul><ul><li>Unthinkable at an Institution where critical thinking is valued </li></ul></ul></ul><ul><ul><li>Are they using the system? </li></ul></ul><ul><ul><ul><li>If yes, the implementation is a success! </li></ul></ul></ul>
    46. 46. Banner Stats <ul><li>Cumulative Client User Logins: 1,165,323 </li></ul><ul><li>Distinct Client Users : 2,695 </li></ul><ul><li>Current client logins (11:00 Monday): 492 </li></ul><ul><li>Distinct Web Users: 78,891 </li></ul><ul><li>Distinct student registrations: 46,882 </li></ul><ul><li>Cumulative course registrations: 380,779 </li></ul><ul><li>Current web logins (11:25 EST): 269 </li></ul>
    47. 47. Questions [email_address]
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