Given by Ross Sivertsen at the 2013 Epicor Insights Conference.

1. Global ERP Deployment
A Model for Success
Ross Sivertsen
Director – Technology Services
Peerless Mfg. Co.

2. Agenda
Who is Peerless?
The Project Approach
Managing Requirements
Knowledge Transfer and Training

3. Who is Peerless?

4. Who is Peerless?
Peerless Mfg. Co.
• Public Company (NASDAQ: PMFG)
• $150MM Revenue
• 450 Employees
• 4 Manufacturing Facilities
• US and China
• 14 Locations in 7 Countries
• US, Canada, UK, UAE, Germany, China, Singapore
• Trade in 6 Currencies

5. The Project Approach

6. The Project Approach
People and Project Team
• Who Owns ERP – Where Are You Going?
• Senior Management & Project Team Buy In
• Get to a Common Language / Taxonomy – Quickly
• Project Management MUST understand the Business
• Remote Project Management is Challenging
• Don’t Underestimate Local Culture
• Having the Right LOCAL SME's is Critical to Project Success
• LEAN on an EXCEPTIONAL Professional Services Team -
PEOPLE COUNT

7. The Project Approach
Regulatory Requirements
• EU – Statutory COA and Tax Reporting
• What are the Regional Reporting Requirements?
• VAT or GST Reporting
• Electronic Data Transfers
• GDPdU, E-Balance, DTAUS, BACS
• Banking Transaction Compliance
OFAC and FCPA
• Do You Know Who Your Trading Partners Are?
• Corporate Parents can't claim "Plausible Deniability"
• OFAC and FCPA Violations Come with STIFF Penalties

8. The Project Approach
Understand the Enterprise Data Architecture
• What Business Attributes are Important?
• Who Owns Them?
• How do You Get it Right?
• How do You Keep it Right?

9. The Project Approach
Use Multi-Phase Approach
Implement GL Accounting First (GL, AP, AR)
• In Most Onboarding Activities Integrating the P&L and Balance Sheet are the 1st Priority
• Use Miscellaneous Transactions First If Necessary
Look In To Cost Collection Mechanisms Next
• Jobs / Project Management
• Use Materials/Operations to and Checklist Tasks to Drive Schedules
Implement Sales Cycle Last
• Sales Attributes are The Most Difficult

10. Managing Requirements

11. Managing Requirements
Managing Requirements is Like Herding Cats
• Understand Priorities Definition and Communicate Clearly
• To the Extent Possible FOCUS on One Thing at a Time
• Get to the ‘Low Hanging Fruit' to Get Wins Under the Belt
• Avoid Customizing the Application

12. Knowledge Transfer & Training

13. Knowledge Transfer and Training
It’s Not Training, It’s Knowledge Transfer
• Don't ‘Train' on Tactical Issues -> Transfer Knowledge
• Understand the 'Why' not Just the 'How'
• Track 'WHO' Received Training
• Make Sure Project Leadership ‘Get’s It’ First
• On ‘Tactical' Knowledge Transfer Include ‘Gap‘ Training
• 'How is my job different?'