N-ERP: A User Perspective

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  • N-ERP: A User Perspective

    1. 1. 28 MAY 2008 NAVY ERP: A USER PERSPECTIVE
    2. 2. <ul><li>BUSINESS OFFICE </li></ul><ul><li>DEVELOP BUSINESS OFFICE CONOPS FOR YOUR AGENCY </li></ul><ul><li>ESTABLISH AND IDENTIFY PERSONNEL FOR BUSINESS OFFICE </li></ul><ul><li>DEVELOP BUSINESS OFFICE BUDGET AND STAFF THROUGH YOUR AGENCY LEADERSHIP FOR SUPPORT </li></ul><ul><li>IDENTIFY SPACE REQUIREMENTS FOR BUSINESS OFFICE </li></ul><ul><li>AWARD REQUIRED CSS CONTRACT (FUNCTIONAL & ADMIN) TO SUPPORT BUSINESS OFFICE AT TIME OF STAND-UP </li></ul><ul><li>CLEARLY IDENTIFY AND UNDERSTAND THE BUSINESS OFFICE SUPPORT ROLES TO ELIMINATE OVER ROLE MAPPING SUPPORT PERSONNEL </li></ul><ul><li>CLEARLY UNDERSTAND AND DOCUMENT BUSINESS OFFICE DUTIES/RESPONSIBILITIES AT A DETAIL LEVEL BELOW THE CONOPS </li></ul><ul><li>ENSURE BUSINESS TEAM LEADS AND FUNCTIONAL LEADS ARE INCLUDED IN BUSINESS OFFICE DISCUSSIONS </li></ul><ul><li>ENSURE BUSINESS OFFICE PERSONNEL ARE TRAINED EARLY IN NAVY ERP FUNCTIONALITY </li></ul><ul><li>BUILD A TEAM COMPOSED OF THE BUSINESS OFFICE, SITS, AND NAVY ERP DEPLOYMENT TEAM </li></ul>LESSONS LEARNED
    3. 3. <ul><li>BUSINESS PROCESS </li></ul><ul><li>FULLY UNDERSTAND NAVY ERP FUNCTIONALITY BEFORE DRAFTING BUSINESS RULES </li></ul><ul><li>IDENTIFY BUSINESS RULES EARLY; PRIOR TO TRAINING </li></ul><ul><li>DOCUMENT AND PUBLISH PROCESSES AND BUSINESS RULE CHANGES </li></ul><ul><li>ENSURE AN ORGANIZATIONAL CODE IS PROVIDED ON CONTRACTORS AND OTHER NON-AGENCY PERSONNEL WHO ROLES REQUIRE WORKFLOW </li></ul><ul><ul><li>CONTRACTOR PERSONNEL AND NON-AGENCY PERSONNEL WILL NOT BE ABLE TO PERFORM THEIR FUNCTION IF NOT IN AN ORGANIZATION </li></ul></ul><ul><li>INFORMATION ASSURANCE </li></ul><ul><li>DEVELOP PROCESS TO CAPTURE, MAINTAIN, AND STORE SAAR DATA </li></ul><ul><li>VERIFY LOCAL SECURITY INSTRUCTIONS WHICH ADDRESS FOREIGN NATIONAL ACCESS </li></ul><ul><li>ALLOW 27 DAYS ON IT-1 WAIVERS FOR FOREIGN NATIONAL </li></ul>LESSONS LEARNED
    4. 4. <ul><li>REPORTS </li></ul><ul><li>CREATE A REPORTS TIGER TEAM EARLY ON TO IDENTIFY EXTERNAL AND INTERNAL REPORTS THAT ARE REQUIRED </li></ul><ul><li>ENSURE SUBJECT MATTER EXPERTS UNDERSTAND HOW TO READ AND UNDERSTAND THE DATA ON THE REPORTS </li></ul><ul><li>REQUEST EARLY ACCESS TO A SANDBOX AND REPORTS TO INCREASE UNDERSTANDING OF THE FOLLOWING: </li></ul><ul><ul><li>NAVY ERP BUSINESS RULES AND PROCESS CHANGES </li></ul></ul><ul><ul><li>ROLE UNDERSTANDING </li></ul></ul><ul><ul><li>POTENTIAL ACCESS PROBLEMS </li></ul></ul><ul><ul><li>CRITICAL BUSINESS REPORTS AND THE END-USERS INTERPRETATION </li></ul></ul>LESSONS LEARNED
    5. 5. NAVAIR NAVY ERP IMPLEMENTATION <ul><li>RECENT KEY DATES: </li></ul><ul><li>CHANGE MANAGEMENT – OCT 06 – PRESENT </li></ul><ul><li>TESTING – OCT 06 – AUG 07 </li></ul><ul><li>DATA CONVERSION – MAY 06 – OCT 07 </li></ul><ul><li>FINAL BUSINESS PROCESS WALKTHROUGHS – MAR 07 </li></ul><ul><li>TRAINING ACTIVITIES – NOV 06 – DEC 07 </li></ul><ul><li>TRANSITION AND CUTOVER – AUG 07 – DEC 07 </li></ul><ul><li>BUSINESS VALIDATION – OCT 07 – DEC 07 </li></ul><ul><li>MANUAL TRANSITION CATCH-UP – DEC 07 – JAN 08 </li></ul><ul><li>START TIME AND ATTENDANCE – 3 DEC 07 </li></ul><ul><li>OPEVAL-USER ACTIVITY OBSERVATIONS – JAN – FEB 08 </li></ul><ul><li>METRICS </li></ul><ul><li>WORK YEARS AND COST OF IMPLEMENTATION – AS OF 1 OCT 07, $45.7M </li></ul><ul><li>STUDENT TRAINING EVENTS – 9,866 CONDUCTED </li></ul><ul><li>NUMBER OF RECORDS TRANSITIONED TO NAVY ERP – 14.8M </li></ul><ul><li>NUMBER OF USERS – 14,000 </li></ul><ul><li>OPERATING AT 7 PRINCIPAL SITES </li></ul>WE ARE NOW OPERATING THE BUSINESS USING NAVY ERP BACKGROUND: NAVAIR, SIGMA, 1 OF 4 NAVY ERP PILOTS (OCT 02 – SEP 07)
    6. 6. <ul><li>ROLE MAPPING </li></ul><ul><li>ENSURE AUTOMATED ROLE MAPPING TOOL IS AVAILABLE </li></ul><ul><ul><li>CREATING AND MAINTAINING A MANUAL ROLE MAPPING SPREADSHEET IS TIMELY AND NOT EFFICIENT </li></ul></ul><ul><li>ENSURE ALL PERSONNEL HAVE PERSONNEL NUMBERS PRIOR TO ROLE MAPPING </li></ul><ul><li>DEVELOP A PROCESS FOR OBTAINING PERSONNEL NUMBERS FOR NON-NAVY PERSONNEL (CONTRACTORS AND OUTSIDE PERSONNEL SUPPORTING YOUR COMMAND) </li></ul><ul><li>ENSURE PERSONNEL GRANTED CUT-OVER/CATCH-UP ACCESS ARE ALSO IDENTIFIED FOR PRODUCTION ROLES </li></ul><ul><ul><li>IF NOT, END-USERS WILL NOT BE ABLE TO PERFORM THEIR FUNCTION IN NAVY ERP ONCE PRODUCTION IS TURNED ON </li></ul></ul><ul><li>ROLE MAP BASIC USERS FIRST THEN POWER USERS </li></ul><ul><ul><li>ROLE MAPPING BASIC USERS FIRST ASSISTS WITH IDENTIFYING ENTIRE USER BASE </li></ul></ul><ul><li>REVIEW/SCRUB INITIAL ROLE-MAPPING </li></ul><ul><li>ENSURE ALL SAAR DATA IS COMPLETED BEFORE ROLE MAPPING </li></ul>LESSONS LEARNED
    7. 7. <ul><li>TRAINING </li></ul><ul><li>ENSURE END-USERS FULLY UNDERSTAND THEIR TRAINING REQUIREMENTS FOR THE ROLE THEY HAVE BEEN ASSIGNED </li></ul><ul><ul><li>IDENTIFY UP-FRONT ALL THE WEB-BASED AND INSTRUCTOR LED TRAINING REQUIRED FOR THE SPECIFIC ROLE </li></ul></ul><ul><li>ENSURE END-USERS UNDERSTAND HOW CRITICAL IT IS TO COMPLETE WEB-BASED AND INSTRUCTOR LED TRAINING </li></ul><ul><ul><li>WHAT’S IN IT FOR ME </li></ul></ul><ul><ul><li>IF TRAINING IS NOT COMPLETE, END-USERS WILL NOT BE PROVIDED ACCESS TO THE SYSTEM </li></ul></ul><ul><ul><li>SUPERVISORY TRAINING IS CRITICAL TO CIVILIAN PAY AND MUST BE RIGOROUSLY MONITORED </li></ul></ul><ul><li>ALLOW ADEQUATE TIME FOR END-USER TRAINING NOTIFICATION AND COMPLETION OF REQUIRED WEB-BASED AND INSTRUCTOR LED TRAINING </li></ul><ul><li>ENSURE THE CAPABILITY TO RUN TRAINING QUALIFICATION REPORTS ARE AVAILABLE </li></ul><ul><li>INCLUDE FUNCTIONAL SUBJECT MATTER EXPERTS IN INSTRUCTOR LED TRAINING </li></ul>LESSONS LEARNED
    8. 8. <ul><li>TRAINING – </li></ul><ul><ul><li>TUNE BASIC USER TRAINING TO JUST THE “BASICS” </li></ul></ul><ul><ul><li>POWER USER TRAINING – INCLUDE THE FUNCTIONAL SMES IN CLASSROOM FOR REAL WORLD CONTEXT </li></ul></ul><ul><ul><li>TAILOR TRAINING CURRICULUM TO MEET SAP SAVVY WORKFORCE </li></ul></ul><ul><ul><li>PROVIDE JUST-IN-TIME TRAINING, BUT PROVIDE “EARLY ADOPTERS” SMES SANDBOX ACCESS EARLY </li></ul></ul><ul><li>PROVIDE SANDBOX AND REPORTS ACCESS EARLY TO INCREASE UNDERSTANDING OF </li></ul><ul><ul><li>NAVY BUSINESS RULES AND PROCESS CHANGES </li></ul></ul><ul><ul><li>ROLE UNDERSTANDING </li></ul></ul><ul><ul><li>POTENTIAL ACCESS PROBLEMS </li></ul></ul><ul><ul><li>CRITICAL BUSINESS REPORTS AND THE USERS INTERPRETATION </li></ul></ul><ul><li>MINIMIZE MANUAL TRANSITION OPERATIONS </li></ul><ul><li>AUTOMATE TRANSITION TRANSACTION CATCH UP TO MINIMIZE THE TRANSITION PERIOD </li></ul><ul><li>ESTABLISH BUSINESS OFFICE AND STAFF PRIOR TO GO-LIVE </li></ul>LESSONS LEARNED
    9. 13. <ul><li>DATA CLEANSING </li></ul><ul><li>DATA CLEANSING SHOULD START EARLY AND BE A TOP PRIORITY AS IT IMPACTS THE DATA CONVERSION QUALITY </li></ul><ul><ul><li>CLEAN-UP DATA: </li></ul></ul><ul><ul><ul><li>HR MASTER DATA (ORGANIZATIONAL HIERARCHY, PERSONNEL ADMINISTRATION, TRAINING CATALOG, QUALIFICATIONS, TIME KEEPERS) </li></ul></ul></ul><ul><ul><ul><li>PROJECT STRUCTURES </li></ul></ul></ul><ul><ul><ul><li>PURCHASE REQUISITIONS </li></ul></ul></ul><ul><ul><ul><li>PURCHASE ORDERS </li></ul></ul></ul><ul><ul><ul><li>ASSET MANAGEMENT </li></ul></ul></ul><ul><ul><ul><li>FUND CENTERS </li></ul></ul></ul><ul><ul><ul><li>COST CENTERS </li></ul></ul></ul><ul><ul><li>IDENTIFY COMMAND SUBJECT MATTER EXPERTS TO BE INVOLVED IN DATA CLEAN-UP </li></ul></ul>LESSONS LEARNED
    10. 14. <ul><li>DATA CLEANSING AND TRANSFORMATION IS EVERYONE’S JOB </li></ul><ul><li>MOCK CONVERSIONS – START EARLY AND PRACTICE RELENTLESSLY </li></ul><ul><ul><li>EACH CONVERSION IS UNIQUE AND COMPLEX </li></ul></ul><ul><ul><li>COMMUNICATE AND GAIN UNDERSTANDING OF THE CONVERSION STRATEGY </li></ul></ul><ul><ul><li>ESTABLISH QUALITY STANDARDS PER MOCK TEST </li></ul></ul><ul><ul><li>TEST CONVERTED DATA VIA TRANSACTIONS FIND DOWN STREAM PROBLEMS </li></ul></ul><ul><ul><li>GET USERS INVOLVED EARLY IN BUSINESS VALIDATION </li></ul></ul><ul><ul><li>ESTABLISH AND PRACTICE CONVERSION/BUSINESS VALIDATION “WAR ROOMS” AS PART OF THE MOCK TESTS </li></ul></ul><ul><li>BUSINESS VALIDATION </li></ul><ul><ul><li>USE AUTOMATED TOOLS AVAILABLE TO FACILITATE VALIDATION AND RECONCILIATION </li></ul></ul><ul><ul><li>CONDUCT INCREMENTAL BUSINESS VALIDATION WITH A FINAL COMMAND BUSINESS VALIDATION AT PRODUCTION LOAD COMPLETION </li></ul></ul>LESSONS LEARNED
    11. 15. NAVAIR CUTOVER PLAN Navy ERP Go-Live 1 Oct 07 SIGMA FY07 close Data Conversion, Year End Close & Validation NAVAIR Business Validation Over the shoulder FMO DFAS Validation and Reconciliation Catch-Up Load Available transactional data 14 Sep TRANSITION PERIOD (MANUAL OPERATIONS) Validation executed via comparison of Navy ERP & Sigma FY07 closes by General Ledger PREPARATION PERIOD FY08 General Fund Execution Begins (Phased Approach) Load Master Data Initiate associated Interfaces Navy Working Capital Fund Execution (Phased Approach) 3 to 5 weeks 7 days Completed 7 to 14 days 3 to 4 Wks Timekeeping begins TRANSITION COMPLETE Master Data loads & conversions occur starting 17 Aug Load Organizational Structures, Project Structures, etc. Load offline transactions from Transition period Includes all open PY/FY07 transactional data. Mock 5 Start 02 Aug Mock 5 End 26 Sep 28 Sep Business Validation End 1 Oct 10 Oct Business Validation Start 25 Sep 28 Sep ECD 11/14/07 ECD 12/03/07 ECD 1/11/08 COMPLETED FMO/DFAS Validation 7 to 14 days OBJECTIVE WAS TO MINIMIZE THE TRANSITION PERIOD AND RUN THE BUSINESS SUCCESSFULLY WITH NAVY ERP
    12. 16. <ul><li>CUT OVER/TRANSITION </li></ul><ul><li>BEGIN PLANNING 9-12 MONTHS PRIOR TO START OF CONVERSION </li></ul><ul><ul><li>PREPARE FOR SIGNIFICANT MANUAL OPERATION WHERE REJECT RATES ARE INITIALLY HIGH </li></ul></ul><ul><li>PLAN AROUND YOUR BUSINESS PROCESSES. </li></ul><ul><ul><li>BUDGET AND PROJECT STRUCTURE MAINTENANCE, FUNDS, ALLOCATION, INCOMING ORDER, TIME AND ATTENDANCE COLLECTION, LABOR PROCESSING, OUTGOING FUNDING, SPS CONTRACT PURCHASE, P-CARD PURCHASE AND STATEMENT RECONCILIATION, MILSTRIP, TRAVEL, TRAINING REQUEST, SERVICE TRANSFERS, CUSTOMER BILLING, CASH AND COMMERCIAL PAYMENTS, AND MASTER DATA </li></ul></ul><ul><li>PLAN SHOULD ADDRESS THE FOLLOWING FOR EACH BUSINESS PROCESS </li></ul><ul><ul><li>CUT OFF DATES FOR PROCESSING TRANSACTIONS PRIOR TO CONVERSION </li></ul></ul><ul><ul><li>BUSINESS OPERATIONS DURING TRANSITION </li></ul></ul><ul><ul><li>RACKING AND STACKING OF TRANSACTIONS DURING TRANSITION </li></ul></ul><ul><ul><li>CROSSWALK FILE MAINTENANCE </li></ul></ul><ul><ul><li>TRANSITION OF INTERFACES </li></ul></ul><ul><ul><li>DETAILS OF CATCH-UP METHODOLOGY </li></ul></ul><ul><ul><li>INTERNAL AND EXTERNAL COMMUNICATIONS </li></ul></ul>LESSONS LEARNED
    13. 17. <ul><li>CUTOVER/TRANSITION (CONT’D) </li></ul><ul><li>CONSOLIDATED PLAN FOR ENTIRE COMMAND </li></ul><ul><ul><li>ACTIVITIES MUST BE COORDINATED ACROSS THE COMMAND AND BUILT AROUND THE “TO BE” PROCESSES OF SINGLE INTEGRATED SYSTEM </li></ul></ul><ul><ul><li>CATCH-UP ACTIVITIES SHOULD BE SITE BASED WITH COORDINATION OF TRANSACTION ENTRY </li></ul></ul><ul><li>REDUCE BUSINESS OPERATIONS AS MUCH AS POSSIBLE DURING CONVERSION AND CATCH-UP </li></ul><ul><ul><li>PROCESS ONLY PRIORITY ACTIONS DURING THIS TIME FRAME ESPECIALLY IN AREAS WHERE MANUAL TRANSACTIONS WILL BE GENERATED </li></ul></ul><ul><li>IDENTIFY CATCH-UP TEAMS EARLY IN PLANNING PROCESS </li></ul><ul><ul><li>ACCESS REQUEST, ROLE MAPPING, AND TRAINING FOR TEAM MEMBERS SHOULD BE COMPLETED PRIOR TO START OF CATCH-UP PROCESSING </li></ul></ul><ul><ul><li>EARLY ACCESS FOR TEAM MEMBERS WILL HAVE TO BE ACTIVATED AT END OF CONVERSION TO COMPLETE ENTRY OF MANUAL GENERATED TRANSACTIONS </li></ul></ul>LESSONS LEARNED
    14. 18. <ul><li>CUTOVER/TRANSITION (CONT’D) </li></ul><ul><li>THERE MUST BE A PHASED APPROACH TO THE CATCH-UP PROCESS </li></ul><ul><ul><li>BUDGET AND PROJECT STRUCTURES MUST BE THE FIRST THING BROUGHT UP TO DATE </li></ul></ul><ul><ul><li>HAVE SMALL GROUP OF USERS IDENTIFIED WHO CAN MAINTAIN STRUCTURES EVEN DURING CONVERSION </li></ul></ul><ul><ul><li>ALL FUNDS ALLOCATION AND INCOMING ORDERS MUST THEN BE ENTERED </li></ul></ul><ul><ul><li>BUSINESS TRANSACTIONS GENERATED SINCE THE START OF CONVERSION ARE THEN ENTERED IN THE SYSTEM </li></ul></ul><ul><li>ACCESS TO ALL USERS, FULL OPERATIONAL TEMPO, SHOULD BE GRANTED ONCE PURCHASE REQUISITION (PR) TRANSACTIONS, WHETHER MANUAL ENTRY OR AUTOMATED LOAD, ARE ENTERED IN THE SYSTEM </li></ul><ul><ul><li>SPS CONTRACT PURCHASE ORDERS, DEF, AND VENDOR PAY CATCH-UP ACTIVITIES CAN CONTINUE WHILE ALL USERS BEGIN NORMAL OPERATIONS IN THE SYSTEM </li></ul></ul>LESSONS LEARNED
    15. 19. <ul><li>CUTOVER/TRANSITION (CONT’D) </li></ul><ul><li>BUSINESS PROCESSES REQUIRING GREATER ATTENTION </li></ul><ul><ul><li>TIME AND ATTENDANCE/CIVILIAN PAY </li></ul></ul><ul><ul><ul><li>TIME AND ATTENDANCE COLLECTED DURING TRANSITION MUST BE ENTERED IN THE SYSTEM TO PROCESS LABOR TO PROJECTS </li></ul></ul></ul><ul><ul><ul><li>RECORDS WILL HAVE TO BE RESUBMITTED TO DCPS BY NAVY ERP TO SUPPORT ACTUAL LABOR ADJUSTMENT PROCESS </li></ul></ul></ul><ul><ul><ul><li>BE PREPARED TO DO EMERGENCY PAY IF SIGNIFICANT TIME ENTRY (>1% OF WORKFORCE) IS MISSING TIME OR UNCERTIFIED </li></ul></ul></ul><ul><ul><li>SPS CONTRACTS PURCHASE ORDERS </li></ul></ul><ul><ul><ul><li>MAINTAIN CROSSWALK INFORMATION ON SPS CONTRACT PURCHASE REQUEST </li></ul></ul></ul><ul><ul><ul><li>USER GENERATING TRANSACTIONS DURING THE TRANSITION HAVE TO UNDERSTAND THE NEW PROCESSES IN NAVY ERP AND GENERATE THE DOCUMENTS ON THESE NEW BUSINESS RULES </li></ul></ul></ul><ul><ul><ul><li>PAY ATTENTION TO THE LINE OF ACCOUNTING DATA ON THE TRANSITION DOCUMENTS, DIFFERENCES BETWEEN WHAT IS RECORDED IN SPS AND NAVY ERP WILL PREVENT THE CONTRACT OBLIGATION ENTRY INTO NAVY ERP </li></ul></ul></ul><ul><ul><li>DEF MANAGEMENT AND PROCESSING </li></ul></ul><ul><ul><ul><li>FILES WILL HAVE TO BE RACKED AND STACKED THROUGH CONVERSION </li></ul></ul></ul><ul><ul><ul><li>HAVE SINGLE POINT OF CONTACT FOR THE COMMAND TO WORK WITH NAVY ERP ON PROCESSING SCHEDULE FOR CATCH-UP OF DEF FILES </li></ul></ul></ul>LESSONS LEARNED
    16. 20. <ul><li>CUTOVER/TRANSITION (CONT’D) </li></ul><ul><li>COMMERCIAL PAYMENTS </li></ul><ul><ul><li>MAINTAIN FADA UPDATES TO STARS AND MOCAS DURING THE TRANSITION PERIOD </li></ul></ul><ul><ul><ul><li>CONTINUE PAYING VENDORS THROUGH DFAS AS YOU DO TODAY THROUGHOUT THE TRANSITION PERIOD </li></ul></ul></ul><ul><ul><li>TRANSITION TO NEW ENTITLEMENT AND PRE-VALIDATION PROCESS, APVM CAN NOT OCCUR UNTIL MOST OF THE CATCH-UP IS COMPLETED FOR THE DEF PROCESSING, AND SERVICE ENTRY SHEETS AND INVOICE RECORDS GENERATED DURING TRANSITION ARE ENTERED </li></ul></ul>LESSONS LEARNED
    17. 23. FMO / DFAS DATA VALIDATION: NAVAIR CONVERSION FROM SIGMA TO NAVY ERP <ul><li>REVIEWED: </li></ul><ul><ul><li>21 APPROPRIATIONS </li></ul></ul><ul><ul><li>1,796 TRIAL BALANCES BY FUND </li></ul></ul><ul><ul><li>57,901 GENERAL LEDGER ACCOUNTS </li></ul></ul><ul><li>THE FMO / DFAS TEAM PASSED 100% OF THE G/L ACCOUNT BALANCES REVIEWED BASED ON INITIAL RECONCILIATION, NAVAIR VARIANCE EXPLANATIONS, OR IMMATERIALITY </li></ul><ul><li>OPENING BALANCE CORRECTION TO ACCOMMODATE BUSINESS PROCESS CHANGES AND GENERAL LEDGER CROSSWALKS </li></ul>
    18. 24. <ul><li>COMMUNICATIONS </li></ul><ul><li>BE PREPARED FOR DIFFERENT FUNCTIONALITY AND FOR CHANGING YOUR INTERNAL PROCESSES </li></ul><ul><ul><li>PROCESSES YOU USE TODAY MIGHT NOT BE THE SAME </li></ul></ul><ul><li>TIME ENTRY AND TIME APPROVAL IS VERY CRITICAL TO EMPLOYEE PAY </li></ul><ul><ul><li>ENSURE CHECK POINTS ARE IN PLACE AND THAT SPECIFIC PERSONNEL (EXAMPLE PAYROLL CUSTOMER SERVICE TEAM) ARE MONITORING DAILY THAT TIME HAS BEEN ENTERED AND APPROVED, SO THAT EMPLOYEE’S PAY IS NOT AFFECTED </li></ul></ul><ul><li>WORK CLOSELY WITH NAVY ERP TO UNDERSTAND THEIR BUSINESS PROCESSES/FUNCTIONALITY. ENSURE SUBJECT MATTER EXPERTS AND PROCESS OWNERS ARE INVOLVED EARLY ON AND ATTEND ALL NAVY ERP WORKSHOPS </li></ul><ul><li>ENSURE END-USERS UNDERSTAND THE FOLLOWING TERMS: TEMPORARY ACCESS; QUALIFICATIONS; ROLE MAPPING; AND VALIDATION OF ROLES </li></ul><ul><li>OVER COMMUNICATE TO MINIMIZE SURPRISE </li></ul><ul><ul><li>USE FORMAL AND INFORMAL NETWORKS </li></ul></ul><ul><li>DEVELOP ONE TEAM TO WORK THROUGH CONVERSION STRATEGY AND ISSUE RESOLUTION AFTER CUT-OVER </li></ul><ul><ul><li>ON-SITE IMPLEMENTATION TEAM, NAVY ERP, INDUSTRY PARTNERS, FMO, DFAS </li></ul></ul><ul><li>PUBLISH CUTOFF DATES EARLY FOR AWARDS, REORGANIZATIONS, PURCHASE REQUISITIONS, ETC </li></ul>LESSONS LEARNED
    19. 25. <ul><li>OVER COMMUNICATE TO MINIMIZE SURPRISE </li></ul><ul><ul><li>USE FORMAL AND INFORMAL NETWORKS </li></ul></ul><ul><li>ONE TEAM – ON-SITE IMPLEMENTATION TEAM WITH SMES TO BUILD RELATIONSHIPS AND WORK THROUGH ISSUES QUICKLY </li></ul><ul><ul><li>CUSTOMER, NAVY ERP, INDUSTRY PARTNERS, FMO, DFAS </li></ul></ul><ul><li>ONE SCHEDULE – JOINT OWNERSHIP OF THE PLAN </li></ul><ul><li>REPORTS – START WITH THE END IN MIND FIRST </li></ul><ul><ul><li>FOCUS ON THE OUTPUT </li></ul></ul><ul><li>BUSINESS PROCESS </li></ul><ul><ul><li>DOCUMENT AND PUBLISH PROCESS AND BUSINESS RULE CHANGES </li></ul></ul><ul><ul><li>UNDERSTAND THE ROLES AND HOW THEY APPLY TO YOUR FUNCTIONS </li></ul></ul>LESSONS LEARNED SUMMARY
    20. 26. Back-up

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