• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Track 6 – Enterprise Resource Planning

Track 6 – Enterprise Resource Planning






Total Views
Views on SlideShare
Embed Views



1 Embed 1

http://www.slideshare.net 1



Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
Post Comment
Edit your comment

    Track 6 – Enterprise Resource Planning Track 6 – Enterprise Resource Planning Presentation Transcript

    • Higher Education ERP: Lessons Learned Ken Orgill West Virginia University Dave Swartz George Washington University
    • Overview
      • What is ERP?
      • Benefits of ERP
      • First Steps
      • Costs of ERP
      • The ERP Contract
      • Limit Customizations
      • Use of Consultants
      • Project Management
      • Creating the single team atmosphere
      • Recruitment and Retention Issues
      • Morale of the Team
      • Key Functional Issues
      • Key Technical Issues
      • What About Small Schools?
      • The Future of ERP
    • What is ERP?
      • An ERP or Enterprise Resource Planning system integrates information and business processes to enable information entered once to be shared throughout the organization.
      • ERP had its origins in manufacturing and production planning. In the mid-90’s it was extended to other back-office functions such as financial management and human resource management.
      • More recently these systems have addressed applications specific to higher education such as student systems and grants management.
      Common examples include SAP, PeopleSoft, Banner and Oracle . Needs Assessment Software Selection Process Reengineering Conference Room Pilot Training Phased Implementation ERP Project
    • What are the Benefits of ERP?
      • Improve access to information
      • Improve workflow and efficiency
      • Improve controls and program alerts
      • Process reengineering -- update old processes
      • Foundation for new processes, such as e-procurement, with significant ROI
      Ship Product Receiving Buyer or Management Approval Cycle Supplier Fulfillment Route to Recipient Requisitioning Purchase Order User Product Selection Accounts Payable General Ledger Financial Reconciliation
    • First Steps: Well Begun is Half Done
      • Start with an evaluation of needs and requirements -- this is useful not only as a guide to the project, but also as a gauge to the success of the project
      • Compare possible solutions to see which one best fits your needs and produces fewer gaps. More gaps may result in more costly customizations.
      • Best of breed vs. integrated solutions
      • Big bang vs. phased implementation
    • What are the Costs of ERP?
      • Direct costs only represent a fraction of the total costs of ERP
      • Direct costs include hardware, software, and people on the project -- the largest category is personnel costs
      • Indirect costs include the costs of back-filling positions, increasing salaries and the total life cycle costs of the ERP -- maintenance, ongoing production, and upgrades.
    • The ERP Contract
      • The prime vendor -- “one butt to kick” -- and leave it to the experts! However, there are some trade-offs.
      • Fixed cost vs. time and materials with or without a cap
      • Build flexibility into the contract to accommodate changing technology
      • Check references
      • Be skeptical of vendor promises -- get it in writing!
    • Limit Customizations and Scope
      • To change or not to change your old business practice?
      • Are you paving cowpaths or improving your business process?
      • Are customizations really needed? Have you factored in the total costs of the mod?
      • Watch out for scope creep and hidden customizations
    • Use of Consultants
      • Many different roles for consultants: staff project, backfill office staff, audit project, serve as prime contractor, project management, etc.
      • Too many consultants relative to university personnel may limit knowledge transfer
      • Too few consultants may limit ERP expertise on the project
      • Right of refusal over consultants -- watch out for the green oversold consultant “in training”
    • ERP Project Management
      • One of the most important decisions on an ERP is the selection of the project manager
      • The PM should be a professional manager with experience with project management, loyal to the university, with both functional and technical knowledge.
      • Use a standard methodology to provide guidance and structure to the project
      • In addition, to the project manager, there should be functional and technical managers.
      • Individual functional teams, such as grants management, should have a designated lead.
      • Use of committees and executive steering group
    • Creating the “single team” atmosphere
      • Avoiding us versus them
      • Partnership between functional and technical teams
      • The partnership between senior management -- e.g., the CIO and the CFO.
      • Partnerships with consultants -- teams composed of consultants and university personnel working side by side
      • Partnerships with users
    • Recruitment and Retention Issues
      • Bonuses for “life of project” efforts
      • Find and nurture people early
      • Back-filling Staff
      • Staffing matrix
      • Knowledge transfer and mentoring
      • Stress management
      • Team building
    • Morale of the Team
      • ERP projects can put a strain on personnel
      • Schedule down times and events to help boost morale
      • Keep an eye out for individuals on the edge
      • Celebrate the achievement of milestones and recognize individual and team contributions
    • Key Functional Issues
      • Needs analysis
      • Process engineering
      • Back-filling staffs
      • Training
      • Recruiting and retaining staff
      • Conference room pilot (CRP)
      • Reporting
      • Gaps analysis
      • Setting expectations
      • Obtaining user buy-in and acceptance
      • Validation of data and systems
      • Communications
      • Process documentation
      • Audit of data and system
    • Key Technical Issues
      • Sizing the system
      • Recruiting the talent
      • Holding the line on modifications
      • Conversion of data
      • Interfaces
      • Report development
      • Change management and problem tracking
      • Desktop requirements
      • Network issues
      • Distributed versus centralized production
      • Help Desk and ongoing support
      • Planned upgrades and revisions
      • Production budgets
    • What About Small Schools?
      • Go vanilla, if possible.
        • Your mantra – no mods, no mods …
      • Contain the scope creep.
      • Minimize the amount of data to be converted.
      • Look toward consortiums.
      • Check into “Quick Start” programs
    • Post-Implementation Issues
      • Most problems end up being process issues and incorrect usage of the system
      • Gearing up for round two – the upgrade path to the next ERP release