CONFIDENTIAL AND PROPRIETARYAny use of this material without specific permission of Apri Technology Partners is strictly p...
ERP GovernanceReasons behind the choice of a new ERP system2
ERP GovernanceMoving to a new ERP requires awareness and a structured approach3
ERP GovernanceHow to manage the entire ERP Life Cycle4
How to select and deploy the new ERPOur Methodological Framework (1/2)5
How to select and deploy the new ERPOur Methodological Framework (2/2)6
Process and IS ReviewFocus on Process Model and Scope7Mapping thecompanyprocesses,designing thereference templateand decid...
ERP SelectionStructured Approach82STEP 1«THINK»Design the ERP Selection process, by defining:• The process scope for each ...
ERP SelectionFocus on the Selection Criteria and the Evaluation Scorecard92ERP“Quality” Which ERP fit better the “core bu...
ERP LaunchStructured Approach310Organization1 ProgramOrganization ProcessFramework Roles &Responsibilities ProgramGove...
ERP ImplementationStructured Approach411ProgramSet-UpConceptualDesign (BBP)PilotImplementation Roll-OutWavesRoll-OutWavesR...
ERP OptimizationStructured Approach512
ERP MaintenanceStructured Approach613ERPCompetencyCenter DesignMaintenanceProcessesDesignServiceProviderSelectionAMSRamp-U...
Upcoming SlideShare
Loading in …5
×

Erp governance methodology and case studies v rjt

1,019 views

Published on

0 Comments
3 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,019
On SlideShare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
37
Comments
0
Likes
3
Embeds 0
No embeds

No notes for slide

Erp governance methodology and case studies v rjt

  1. 1. CONFIDENTIAL AND PROPRIETARYAny use of this material without specific permission of Apri Technology Partners is strictly prohibitedERP GovernanceMethodology & Case StudiesBy
  2. 2. ERP GovernanceReasons behind the choice of a new ERP system2
  3. 3. ERP GovernanceMoving to a new ERP requires awareness and a structured approach3
  4. 4. ERP GovernanceHow to manage the entire ERP Life Cycle4
  5. 5. How to select and deploy the new ERPOur Methodological Framework (1/2)5
  6. 6. How to select and deploy the new ERPOur Methodological Framework (2/2)6
  7. 7. Process and IS ReviewFocus on Process Model and Scope7Mapping thecompanyprocesses,designing thereference templateand deciding thescope for the ERPintroductionis a key preliminaryactivity for the newERP introduction1
  8. 8. ERP SelectionStructured Approach82STEP 1«THINK»Design the ERP Selection process, by defining:• The process scope for each implementation phase• The Selection Criteria to drive the choice of the best ERP SW• The initial SW list• The company Business and IT team to be involved in the selection• The work planSTEP 2«PREPARE»• Define and weight the «functional requirements»• Reduce the ERP vendor list, by applying filtering criteria• Prepare the RFP document to be sent to the SW Bidders• Engage the vendors and manage the internal communication• Review the work planSTEP 3«EXECUTE»• Manage the interaction with the SW vendors, by receiving theirresponses and organizing the SW demos• Coordinate the scoring activity to be executed by the project team• Proceed with the ERP selection in two steps (Down Selection andFinal Selection)• Finalize the contract with the selected vendor
  9. 9. ERP SelectionFocus on the Selection Criteria and the Evaluation Scorecard92ERP“Quality” Which ERP fit better the “core business” process?Total Cost ofOwnership Compare the costs to buy the licenses, to implement and to maintain each ERPin the selection processBusinessRisks Assess the risks related to each ERP in the selection processBusinessBenefits How much each ERP can improve the performance compared with the «As Is»situation (also considering the business evolution strategy)?VendorProfile Which vendor is the most reliable and referred ERP supplier? This Criteria is typically preliminary to include the vendor in the Short List
  10. 10. ERP LaunchStructured Approach310Organization1 ProgramOrganization ProcessFramework Roles &Responsibilities ProgramGovernance Maintenance &SupportStaffing Communicationand KnowledgeSharing Cost andResourceManagement Training Testing SolutionManagement2Methodology TemplateMethodologyand Standards DeploymentMethodologyand Standards PMOMethodologyand Standards3Partners* Sourcing Strategy RFP Templates VendorEngagementModel VendorManagementModel4Tools Job RoleDefinition DemandPlanning, GapAnalysis andStaffing Plan StaffingExecution5 WW Executive Alignment Regional OrientationOrientation and Mobilization6 Core Team Set-Up BBP/Pilot Preparation Vendor SelectionExecutionProgram Strategy0* Only in case of multiple vendor sourcingstrategy
  11. 11. ERP ImplementationStructured Approach411ProgramSet-UpConceptualDesign (BBP)PilotImplementation Roll-OutWavesRoll-OutWavesRoll-OutWaves• Select the systemintegrator• Share themethodology• Confirm the Programroadmap and thedetailed budget• Anticipate the mosturgent technical andinfrastructurerequirement for theERP Installation)• Kick off the program• Define the ERP coresolution, discuss indetail with theprocess owner in adesignated series ofworkshop• Seek the solutionformal approval• Design the TO BEenvironmentarchitecture(technology andinfrastructure)• Realize a functionalprototype of the coresolution• Implement the coresolution in the pilotsite• Build a kernel to beuse in thesubsequent programphases• Stabilize the systembefore activating theroll-out• Roll-out the templateto the other Sites,with focus on thestandardization andlimiting thelocalization to themandatoryrequirements• Setup the applicationmaintenanceObjectivesComments• The roll-out stepsshould consider thecomplexity of the AS-IS and the businessevolution plan• Key factor is to havea strong businesssponsorship and agroup of accountableProcess Owners• The template shouldcover the coreprocesses andinvolve all regionsand countries• The right pilot siteshould cover themajority of theprocesses but withlimited complexity
  12. 12. ERP OptimizationStructured Approach512
  13. 13. ERP MaintenanceStructured Approach613ERPCompetencyCenter DesignMaintenanceProcessesDesignServiceProviderSelectionAMSRamp-Up• Mission and span ofresponsibility• Organization: byprocess areas /regions / activity(projects vs.maintenance)• Roles andResponsibilities• Skillset map and gap• Demand planningand resource sizing• Staffing and TrainingPlan• Tickets Management(Incidents, ServiceRequests)• OperationalMaintenance• Change RequestManagement• Project Management• Governance• Service Management• ResourceManagement• Cost Management• Sourcing Strategy• Service Provider Roleand ResponsibilityDefinition• Service Provider List• RFP DocumentPreparation and Issue• Service ProviderSelection and Award• Service ProviderEngagement andManagement• Service ControlProcesses• Internal Staffing(Recruiting,Conversion, Training)Execution andMonitoring• MaintenanceOrganization Start-Up• Post Audit andImprovementManagementObjectivesComments• The transition requiresa detailed plan and adedicated TransitionManager• The SAP CC set-upbe activated beforereaching a significantnumber of livecountries• The AM activitiesmust be carefullydesigned to becompliant to Auditrequirements• SP selection andengagement is keyfor the futureperformance

×