Technology project executions rank high on CFOs’ most worrisome risks and enterprise resource planning system (ERP) projects are among them. Surveys regularly show that a significant number of strategic ERP projects fail to deliver expected outcomes, are delayed, and exceed budgets by a long shot. While most companies avoid catastrophic ERP failures, only a few wring out the most value. For top management, failing to deliver a strategic priority is rarely an option. Given a mature ERP solutions market place and mostly competent ERP installers, why do organizations frequently stumble?
Effective management to implement ERP-SAPMario Navarro
Description of the key management areas and functions to be considered for a successful implementation of an ERP technology focued in SAP solution delivery.
Management model for exploratory investment in IT WGroup
The ability to evaluate these new technologies in a practical environment where their technological value and impact on business and IT operations can be assessed is extremely important. Exploratory efforts should be structured and controlled similarly to other major projects and in addition should be evaluated for use in the production environment. In addition to evaluating the technical capabilities and practical application of the new technology, IT must evaluate the “fit” of the new technology in the existing service portfolio or catalog. In this article, WGroup has developed a new class of IT investment, referred to as “Exploratory,” along with a supporting management model to guide the effort through the evaluation phases and ensure a tight fit within the service catalog.
A Comprehensive Approach to Application Portfolio RationalizationCognizant
A comprehensive approach to application portfolio rationalization will enable organizations to maximize the business value of their applications and focus on strategic opportunities.
Creating an Agile Enterprise ArchitectureCognizant
With the proliferation of digital, the function of enterprise architecture is more critical than ever. Getting there requires a strong, agile enterprise architectural foundation that can embrace a fail-fast/fail-safe approach to the IT charter of stronger business alignment, while ensuring that services are delivered fast and friction-free to meet the needs of today’s dynamic business objectives.
Effective management to implement ERP-SAPMario Navarro
Description of the key management areas and functions to be considered for a successful implementation of an ERP technology focued in SAP solution delivery.
Management model for exploratory investment in IT WGroup
The ability to evaluate these new technologies in a practical environment where their technological value and impact on business and IT operations can be assessed is extremely important. Exploratory efforts should be structured and controlled similarly to other major projects and in addition should be evaluated for use in the production environment. In addition to evaluating the technical capabilities and practical application of the new technology, IT must evaluate the “fit” of the new technology in the existing service portfolio or catalog. In this article, WGroup has developed a new class of IT investment, referred to as “Exploratory,” along with a supporting management model to guide the effort through the evaluation phases and ensure a tight fit within the service catalog.
A Comprehensive Approach to Application Portfolio RationalizationCognizant
A comprehensive approach to application portfolio rationalization will enable organizations to maximize the business value of their applications and focus on strategic opportunities.
Creating an Agile Enterprise ArchitectureCognizant
With the proliferation of digital, the function of enterprise architecture is more critical than ever. Getting there requires a strong, agile enterprise architectural foundation that can embrace a fail-fast/fail-safe approach to the IT charter of stronger business alignment, while ensuring that services are delivered fast and friction-free to meet the needs of today’s dynamic business objectives.
Industrializing Zero Application MaintenanceCognizant
By applying a rigorous and automated approach to supporting applications, IT organizations can reduce spending, increase repair accuracy, minimize application debt across the portfolio, free up resources for more strategic business imperatives and improve application yield to deliver enhanced business outcomes.
In Automated Controls It’s No Longer the Traditional Build vs. BuyMelissa Luongo
Exploring an Alternative Perspective | An Infogix Position Paper by Lane Lambert and Chris Kosin
Decades of experience and research have shown that organizations maximize their return on investment (ROI) when they build or buy solutions that automate core processes. While making the build versus buy decision for automated or ancillary data integrity controls, an organization needs to determine if it is in the business of controls and how each option impacts Capital Expenditures (CAPEX) and Operational Expenditures (OPEX) budgets. “Buy to standardize, build to compete” has been an IT mantra for many years. Yet, executives responsible for developing an automated controls strategy continue to struggle with this question. The decision not only impacts the ability of an organization to meet its immediate controls needs but also has longstanding influence on the ability to maintain and sustain an internal control environment that is aligned with business needs. The rule of thumb has been: if the system is a requirement for business, “buy” is the answer; conversely if the system provides a competitive advantage, then the answer
is “build.”
In this paper, we propose an alternative way to look at Build vs. Buy by splitting “buy” into two options: – pre- packaged offering and configurable solution. The pre- packaged offering refers to an off-the-shelf product, while a highly configurable solution combines the virtues of a “build” solution with the flexibility and adaptability of a “buy” solution that is faster to deploy and removes the risk inherent in building internal controls. Regardless of the solution, the decision points remain the same: CAPEX vs. OPEX cost, time to deployment, internal politics, regulatory compliance mandates, architecture, IT staff competencies and strategic importance to the organization’s bottom line. However; as IT departments are increasingly stretched thin, in part due to increased data governance, audit, and overall challenges to close fragmented data integrity gaps, the case for a highly configurable data integrity controls solution becomes a compelling consideration to deliver a tailored system that capitalizes on the benefits of both building and buying. Leading organizations that use Infogix Controls have achieved significant cost savings (up to 80%) compared to internal development options. In addition, implementing Infogix Controls has enabled these organizations to rapidly deploy controls to efficiently meet changing business and audit needs. This position paper provides a framework to compare and contrast build versus buy by evaluating buy in two dimensions – pre-packaged vs. configurable – to delve into the financial and non-financial implications of these options.
Building Business Capabilities and Improving the Application Landscape
1. Balance Decision Making: Top-down for business capabilities; bottom-up effective landscape
2. 3 Categories are used for building the IT budget: Assign metrics that drive prioritization based on business outcomes
3. New projects should balance new capability with business risk
4. Improve landscape: accelerate time to market
5. Improve landscape: budget for high availability of critical applications and improve runtime performance
6. Improve Landscape: Strive to reduce business risks caused by application vulnerabilities
7. Improve Landscape: Prepare for dynamic staffing models
8. Improve landscape: Reduce applications support cost
9. Break Fix
Executive Managers of organizations from different industries and sectors always strive to find solutions to improve the way their organizations are run. There will come a time when they realize that technology has effective & efficient solutions to assist them in achieving their corporate objectives. Business Solutions such as Enterprise Resources Planning Systems, abbreviated as ERP (MRPII), represent computer software technologies and management information systems (MIS) that link all departments in one automated system (some of them web-based). Around 61% of ERP implementation projects fail according to international & local statistics derived from studies conducted by consulting firms. The audience of this magnificent event is decision-makers who are considering starting selecting, implementing, using, or even changing an existing troublesome ERP system. Throughout the presentation many enlightening topics will be covered including:
What\'s an ERP System (A Business Solution or an IT System or both)?
Other MIS Systems: Business Intelligence (BI), Enterprise Asset Management (EAM), Content & Doc Management, etc.
Benefits of ERP Systems including samples of business functions.
Examples of ERP Systems and which organizations use them.
The right process for ERP selection.
The importance of team effort, goal-setting, planning and step-by-step execution
Success factors and how to apply them.
Failure excuses and how to avoid them.
ERP Software Licensing & Pricing Schemes
Out of all ERP Modules why\'s the HRM software unique in the Gulf Region?
Examples of HRM Systems & their integration to ERP Systems
In addition to other related topics
Target Audience:
• Management & Re-engineering Consultants
• Executives Members of the Boards of Directors (& VPs)
• Managing Directors, General Managers & their replacements
• Departmental Directors
• Section Heads/Supervisors
• Involved & Interested People
Note: Special section for Human Resources Managers to discuss HR Information Systems
Optimizing IT Operations with Natural Language ProcessingCognizant
As artificial intelligence becomes increasingly mainstream, natural language processing techniques are emerging to help IT teams gain enhanced understanding of their operations landscape and to further optimize the ticket management process.
Allegro Opportune Success Factors For Etrm System Implementationrobertjparker
There is no “Silver Bullet” to ETRM system implementation success. Each software solution has strengths and weaknesses, and success is highly dependent on tight project execution and the extensibility of the system to scale with the trading environment. Project execution areas critical to successful delivery and deployment are discussed in this paper.
One in six projects is a ‘black swan’, or a project that if it goes badly it could threaten corporate financial stability. Now more than ever, companies must critically examine their project portfolio management processes for optimizing success. This strategy brief discusses how WGroup has helped numerous clients design, build, and manage the discipline of project portoflio management. Also shares the common pitfalls WGroup has seen in their experience.
Tech transfer making it as a risk free approach in pharmaceutical and biotech iniaemedu
Tech transfer is a common methodology for transferring new products or an existing
commercial product to R&D or to another manufacturing site. Transferring product knowledge to the
manufacturing floor is crucial and it is an ongoing approach in the pharmaceutical and biotech
industry. Without adopting this process, no company can manufacture its niche products, let alone
market them. Technology transfer is a complicated, process because it is highly cross functional. Due
to its cross functional dependence, these projects face numerous risks and failure. If anidea cannot be
successfully brought out in the form of a product, there is no customer benefit, or satisfaction.
Moreover, high emphasis is in sustaining manufacturing with highest quality each and every time. It
is vital that tech transfer projects need to be executed flawlessly. To accomplish this goal, risk
management is crucial and project team needs to use the risk management approach seamlessly.
ERP and Related Technologies
Business Processing Reengineering(BPR), Data Warehousing, Data Mining, On-line Analytical Processing(OLAP), Supply Chain Management (SCM),
Customer Relationship Management(CRM), Electronic Data Interchange (EDI)
Understanding Profit/Loss Lineage to Successfully Deploy Information Manageme...Cognizant
Organizations increasingly are embracing information management and business information technology as a means of leading to profitability, but preparation—achieving an understanding of the company's “P&L Lineage”—is an essential first step.
In today's competitive business environment "change" is the new normal. Organizations in any line of business have to build their capabilities to adapt and deliver timely response to changes. Building agile operations has become paramount to enable new business strategies and to adapt quickly, effectively and efficiently with changes. Changing the three key dimensions of operations processes, people and technology is a challenge. In this presentation a new framework, "Operational Agility Framework", is introduced, providing a practical and proven method to build "Agile Operation". The three key components of the framework and how to apply them through practical example will be discussed.
Attain the ‘State of Readiness’ Before You Embark on Implementing New ERP Sol...RoadmapITSolution
"Empowering businesses to achieve the 'State of Readiness' for seamless ERP transformation. 🚀 Navigate the complexities of implementing new ERP solutions with our expert insights and strategic guidance. 💡 Unlock the potential of your enterprise with informed decisions and proactive preparedness. Join us on the journey to ERP success! ✨
#ERPImplementation #BusinessTransformation #StateOfReadiness"
Industrializing Zero Application MaintenanceCognizant
By applying a rigorous and automated approach to supporting applications, IT organizations can reduce spending, increase repair accuracy, minimize application debt across the portfolio, free up resources for more strategic business imperatives and improve application yield to deliver enhanced business outcomes.
In Automated Controls It’s No Longer the Traditional Build vs. BuyMelissa Luongo
Exploring an Alternative Perspective | An Infogix Position Paper by Lane Lambert and Chris Kosin
Decades of experience and research have shown that organizations maximize their return on investment (ROI) when they build or buy solutions that automate core processes. While making the build versus buy decision for automated or ancillary data integrity controls, an organization needs to determine if it is in the business of controls and how each option impacts Capital Expenditures (CAPEX) and Operational Expenditures (OPEX) budgets. “Buy to standardize, build to compete” has been an IT mantra for many years. Yet, executives responsible for developing an automated controls strategy continue to struggle with this question. The decision not only impacts the ability of an organization to meet its immediate controls needs but also has longstanding influence on the ability to maintain and sustain an internal control environment that is aligned with business needs. The rule of thumb has been: if the system is a requirement for business, “buy” is the answer; conversely if the system provides a competitive advantage, then the answer
is “build.”
In this paper, we propose an alternative way to look at Build vs. Buy by splitting “buy” into two options: – pre- packaged offering and configurable solution. The pre- packaged offering refers to an off-the-shelf product, while a highly configurable solution combines the virtues of a “build” solution with the flexibility and adaptability of a “buy” solution that is faster to deploy and removes the risk inherent in building internal controls. Regardless of the solution, the decision points remain the same: CAPEX vs. OPEX cost, time to deployment, internal politics, regulatory compliance mandates, architecture, IT staff competencies and strategic importance to the organization’s bottom line. However; as IT departments are increasingly stretched thin, in part due to increased data governance, audit, and overall challenges to close fragmented data integrity gaps, the case for a highly configurable data integrity controls solution becomes a compelling consideration to deliver a tailored system that capitalizes on the benefits of both building and buying. Leading organizations that use Infogix Controls have achieved significant cost savings (up to 80%) compared to internal development options. In addition, implementing Infogix Controls has enabled these organizations to rapidly deploy controls to efficiently meet changing business and audit needs. This position paper provides a framework to compare and contrast build versus buy by evaluating buy in two dimensions – pre-packaged vs. configurable – to delve into the financial and non-financial implications of these options.
Building Business Capabilities and Improving the Application Landscape
1. Balance Decision Making: Top-down for business capabilities; bottom-up effective landscape
2. 3 Categories are used for building the IT budget: Assign metrics that drive prioritization based on business outcomes
3. New projects should balance new capability with business risk
4. Improve landscape: accelerate time to market
5. Improve landscape: budget for high availability of critical applications and improve runtime performance
6. Improve Landscape: Strive to reduce business risks caused by application vulnerabilities
7. Improve Landscape: Prepare for dynamic staffing models
8. Improve landscape: Reduce applications support cost
9. Break Fix
Executive Managers of organizations from different industries and sectors always strive to find solutions to improve the way their organizations are run. There will come a time when they realize that technology has effective & efficient solutions to assist them in achieving their corporate objectives. Business Solutions such as Enterprise Resources Planning Systems, abbreviated as ERP (MRPII), represent computer software technologies and management information systems (MIS) that link all departments in one automated system (some of them web-based). Around 61% of ERP implementation projects fail according to international & local statistics derived from studies conducted by consulting firms. The audience of this magnificent event is decision-makers who are considering starting selecting, implementing, using, or even changing an existing troublesome ERP system. Throughout the presentation many enlightening topics will be covered including:
What\'s an ERP System (A Business Solution or an IT System or both)?
Other MIS Systems: Business Intelligence (BI), Enterprise Asset Management (EAM), Content & Doc Management, etc.
Benefits of ERP Systems including samples of business functions.
Examples of ERP Systems and which organizations use them.
The right process for ERP selection.
The importance of team effort, goal-setting, planning and step-by-step execution
Success factors and how to apply them.
Failure excuses and how to avoid them.
ERP Software Licensing & Pricing Schemes
Out of all ERP Modules why\'s the HRM software unique in the Gulf Region?
Examples of HRM Systems & their integration to ERP Systems
In addition to other related topics
Target Audience:
• Management & Re-engineering Consultants
• Executives Members of the Boards of Directors (& VPs)
• Managing Directors, General Managers & their replacements
• Departmental Directors
• Section Heads/Supervisors
• Involved & Interested People
Note: Special section for Human Resources Managers to discuss HR Information Systems
Optimizing IT Operations with Natural Language ProcessingCognizant
As artificial intelligence becomes increasingly mainstream, natural language processing techniques are emerging to help IT teams gain enhanced understanding of their operations landscape and to further optimize the ticket management process.
Allegro Opportune Success Factors For Etrm System Implementationrobertjparker
There is no “Silver Bullet” to ETRM system implementation success. Each software solution has strengths and weaknesses, and success is highly dependent on tight project execution and the extensibility of the system to scale with the trading environment. Project execution areas critical to successful delivery and deployment are discussed in this paper.
One in six projects is a ‘black swan’, or a project that if it goes badly it could threaten corporate financial stability. Now more than ever, companies must critically examine their project portfolio management processes for optimizing success. This strategy brief discusses how WGroup has helped numerous clients design, build, and manage the discipline of project portoflio management. Also shares the common pitfalls WGroup has seen in their experience.
Tech transfer making it as a risk free approach in pharmaceutical and biotech iniaemedu
Tech transfer is a common methodology for transferring new products or an existing
commercial product to R&D or to another manufacturing site. Transferring product knowledge to the
manufacturing floor is crucial and it is an ongoing approach in the pharmaceutical and biotech
industry. Without adopting this process, no company can manufacture its niche products, let alone
market them. Technology transfer is a complicated, process because it is highly cross functional. Due
to its cross functional dependence, these projects face numerous risks and failure. If anidea cannot be
successfully brought out in the form of a product, there is no customer benefit, or satisfaction.
Moreover, high emphasis is in sustaining manufacturing with highest quality each and every time. It
is vital that tech transfer projects need to be executed flawlessly. To accomplish this goal, risk
management is crucial and project team needs to use the risk management approach seamlessly.
ERP and Related Technologies
Business Processing Reengineering(BPR), Data Warehousing, Data Mining, On-line Analytical Processing(OLAP), Supply Chain Management (SCM),
Customer Relationship Management(CRM), Electronic Data Interchange (EDI)
Understanding Profit/Loss Lineage to Successfully Deploy Information Manageme...Cognizant
Organizations increasingly are embracing information management and business information technology as a means of leading to profitability, but preparation—achieving an understanding of the company's “P&L Lineage”—is an essential first step.
In today's competitive business environment "change" is the new normal. Organizations in any line of business have to build their capabilities to adapt and deliver timely response to changes. Building agile operations has become paramount to enable new business strategies and to adapt quickly, effectively and efficiently with changes. Changing the three key dimensions of operations processes, people and technology is a challenge. In this presentation a new framework, "Operational Agility Framework", is introduced, providing a practical and proven method to build "Agile Operation". The three key components of the framework and how to apply them through practical example will be discussed.
Attain the ‘State of Readiness’ Before You Embark on Implementing New ERP Sol...RoadmapITSolution
"Empowering businesses to achieve the 'State of Readiness' for seamless ERP transformation. 🚀 Navigate the complexities of implementing new ERP solutions with our expert insights and strategic guidance. 💡 Unlock the potential of your enterprise with informed decisions and proactive preparedness. Join us on the journey to ERP success! ✨
#ERPImplementation #BusinessTransformation #StateOfReadiness"
Agile helps to break down the functional scope
of ERP into a smaller set of features that small teams
can deliver in sprints. This iterative approach helps
projects to realize business value quickly
ERP FAQ_ Frequently Asked Questions About ERP.pdfPridesys IT Ltd.
The implementation of enterprise resource planning software, also called ERP, often surprises companies. Most companies misjudge the work expected to implement their chosen ERP solution. If the software is not implemented accurately, the company will not profit from the speculation of the new business software system. In this article, you can find the ERP FAQ with answers.
PridesysERP - Frequently asked questions about ERP
The path to effective implementation incorporates numerous factors that must be considered before designing the solution into the flow of daily business tasks. Let us discuss some important queries and answers as frequently asked questions for people who want to learn more about the ideal ERP implementation essays.
ERP FAQ: What is an ERP system and why is it used?
Enterprise resource planning is a type of software application used most often by medium and large businesses, and occasionally by smaller organizations. ERP software focuses on embedding business processes in a single, smooth data set and user interface by offering modules for each of the core business regions: Human Resources, Finance, Inventory Management, Sales, and Relationship Management. with customers, along with other core businesses. functionalities
The main goal of ERP software is to coordinate previously separate databases and processes into a single source of truth, rather than these databases and processes running in warehouses. The moment a customer submits an item request, the ERP performs data exchanges within the customer relationship management and inventory management modules, along with other modules related to sales exercises.
PridesysERP - Frequently asked questions about ERP
In this way, the ERP cultivates the permeability and examination of information in various business divisions from a single system. At the same time, staff do not have to physically enter the exchange into numerous databases.
Associated through an ERP system, data sources that monitor distinct business goals can communicate with each other. These directions reduced manual handling of information, faster business cycles, IT cost reserve funds, and business development potential without hiring new faculty or bringing in additional capital.
ERP FAQ: What are some ERP implementation approaches?
Well-known approaches incorporate all-inclusive complete set-up, unit-by-unit, and key process set-up. The system you choose should match the needs of your association. For example, smaller companies may attempt a large installation, while this type of approach is unimaginable for most larger organizations.
Before implementation begins, the software determination cycle should have led your association to choose an ERP software that is a good fit for your core business processes. In any case, during the implementation of the ERP, minor changes must be made to ensure that the processes fit as well as might be expected with the upcoming software solution
Policy Administration Modernization: Four Paths for InsurersCognizant
The pivot to digital is fraught with numerous obstacles but with proper planning and execution, legacy carriers can update their core systems and keep pace with the competition, while proactively addressing customer needs.
A new ERP system will change your organization. Looking at it through a narrow IT prism may be it's demise. ERP is about people and processes and it is essencial to take them into account when planning a project
Removing the barriers to business transformation with ArchiMateCorso
Typical Entry Points for Enterprise Architecture
What is ArchiMate?
How ArchiMate helps business transformation
Current tools used to manage business transformation
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
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1. SOLUTIONSTHINK DIFFERENT SERIES ERP 1
Our THINK DIFFERENT™ series focuses on key issues that top management of midmarket sized organizations encounter.
Solutions Beyond Numbers
Beating the ERP Implementation Odds
Pradeep Shakespeare, December 19, 2016
Technology project executions rank high on CFOs’ most worrisome risks1
and enterprise resource planning system (ERP) projects are among them.
Surveys regularly show that a significant number of strategic ERP projects
fail to deliver expected outcomes, are delayed and exceed budgets by a
long shot. While most companies avoid catastrophic ERP failures, only a
few wring out the most value. For top management, failing to deliver a
strategic priority is rarely an option. Given a mature ERP solutions market
place and mostly competent ERP installers, why do organizations
frequently stumble?
ERP issues are seldom due to inferior software; issues stem from degrees
of inattention to four integral activities, which results in costly and painful
rework: 1) Develop a clear vision, 2) Manage project outcomes, 3) Re-
align processes, and 4) Manage change – including political, emotional,
and user centric dimensions.
ERP systems are multi-faceted and complex to implement, given the
potential for integrating 10-20 business functions within an organization.
There are many decisions to make, from software selection, appointing
system integrators, forming an implementation team and structures,
among others. What can CFOs of midsized organizations do to ensure
project success? We, at Solutionsthink, offer an outcome-based approach:
Develop a clear vision – We believe an ERP
implementation should be handled as any other strategic
priority. Too often companies focus on the efficiency aspect
of an ERP implementation, without setting aspirational targets (for
example, establishing a scalable ERP system that can be deployed rapidly
when a new subsidiary is formed, or to unlock information from multiple
system silos). Whether management is considering replacing a legacy
system or an assortment of disparate systems, or installing a long overdue
software upgrade, the starting point is a high-level vision statement. The
vision statement is a board ready document, which is authored by the c-
suite with input from significant stakeholders. The vision statement
identifies and defines a few critical ERP objectives that will lead to a
number of favourable (and measurable) outcomes and challenges that it
will overcome. It is not necessary to provide full clarity on how it will be
achieved at this stage. Take the time to define these needs.
Next, challenge key stakeholders (including operations, finance, IT), those
that have the institutional knowledge, to expand and develop the value
statement into a set of explicit features2, immutable benefits and
outcomes. Encourage transformative change and fresh thinking over
incremental change – disregard attitudes that favour status quo and/or
indifference. This is not an easy exercise by any means but bypassing
these steps will lead to compromises later and a mediocre ERP delivery.
Involve ERP software vendors and system integrators, discuss and
shortlist potential ERP systems for further research. Once a software
package is selected, reference agreed upon outcomes, benefits and
targets in contractual agreements with the software vendor and the
system integrator (and include reciprocal client obligations). Negotiate
payment terms on achieving indisputable KPIs. Also, involve key
stakeholders and users by assigning responsibility owners for each
quantifiable benefit and outcome and hold them accountable – even if they
are hundreds of them.
Manage project outcomes – Managing an ERP
project is complex, due to its size and scale, as perhaps being
the largest initiative a midmarket sized organization may take –
involving multiple internal and external groups. Project success can mean
different things to different groups: the client, the software vendor, and the
system integrator. If these groups do not align their goals at the outset,
and fail to follow a coordinated and mutually beneficial approach, conflicts
of interests can arise and dilute expected outcomes3.
Software vendors and system integrators have a strong relationship,
stronger than their individual relationships with the client – resulting in an
asymmetry of information, which can set the client at a disadvantage.
Software vendors can help by expanding the dialogue with clients and
identifying superior alternatives that address the client’s planned business
outcomes, before meeting their sales quota. Equally, clients are best
positioned to confirm the system integrator’s understanding of the
organization and gauge if the project requirements are defined well.
Ability to ask difficult questions of top management and line managers and
having ‘healthy’ discussions and hammering out solutions, are key for
third party consultants for gaining respect quickly and establishing
requirements correctly. Consultants that work as peers rather than
vendors of clients, and are included in the project’s direction, better
imagine the big picture and generate solutions that fit.
ERP vendors and integrators are still not feeling the might of dissatisfied
clients that are dealing with business disruptions and associated costs of
bringing recently installed software up to grade. Typically, we encounter
project schedules with insufficient controls over readiness testing and
coverage of core systems – over routine events such as shipping goods,
issuing a cheque or emailing a customer invoice and many more. These
omissions can lead to interruptions in business operations, dent credibility
with trading partners, and if left for too long, erode working capital. If
these execution risks are not anticipated, expect emergency project
consulting for customizing business forms, report writing, outputs,
workflow, load balancing or you-name-it, to add to the project cost.
Re-align processes – Midsized companies can
consist of multiple entities that offer different products and
services and operate in multiple geographies. The core set of
"Twenty five or more years after ERP solutions entered the applications market, many ERP projects are still compromised in time, cost and more insidiously
in business outcomes," says Gartner, a leading information technology research and advisory company. "Organizations need to resist the temptation to
succumb to pressure from business leaders to get started before the enterprise is really ready (and without a business-agreed ERP strategy). Business
leaders must understand what it will take to ensure success. The blame for this, however, does not lie solely with end-user organizations that lack the
experience and expertise to avoid many of the pitfalls. System integrator (SI) and ERP vendors have to be accountable to their customers in this respect."
Press release, March 2, 2016
2. Beating the ERP Implementation Odds | SOLUTIONSTHINK DIFFERENT SERIES | ERP 2
Solutions Beyond Numbers
business processes of midsized companies are often equally complex and
resemble that of large companies. A good ERP implementation
emphasizes on the core set of business processes while also delivering a
sufficient approach to non-core processes.
Frequently, the ERP software purchase is motivated by discounted base
licenses rather than the suitability of a given ERP for achieving
management’s goals. Software architecture that is mismatched with
management’s intent can limit opportunities for optimizing business
processes. For example, some multi entity clients prefer a federated
approach by giving each entity its own ERP instance where autonomy and
independence are preferred; others install a single ERP instance to
support multiple entities and benefit from lower cost through standardized
business processes and IT support costs – not all ERP architecture can
handle both approaches.
Too often, business requirement gathering is limited to a group of users in
a boardroom setting, responding to questions from a questionnaire. This
approach foregoes valuable context and detail that are gained by
interviewing users in their own work environments and observing team
interactions, workflow and use of ancillary tools. Digging deeper than the
boardroom ‘tick the box’ exercise tends to reveal more opportunities for
automating processes across functions, and preserving unique processes
that provide a competitive edge; it also sparks creativity.
Benefits of process alignment and automation via a well-chosen ERP
system are many. Frequently missed opportunities to exploit key features
after an expensive ERP install include: a) continued reliance on monster
spreadsheet silos for significant accounting (e.g. revenue recognition,
fixed assets and equipment leases), b) not automating the 3-way match of
purchase orders, goods received and supplier invoices, c) not automating
inter/intra entity transactions, d) currency exchange/translation logic
mismatch with accounting rules, e) failing to speed up the financial close
cycle and the consolidation of results, and f) ignoring multi-entity planning
and forecasting, and g) ignoring automated controls included in the ERP.
Manage change – Any transformative change
initiative requires unwavering commitment and tone set by the
c-suite. Top management support for desired ERP attributes
should be continuous throughout the implementation, and be in plain
sight. A collaboratively written value statement and a competent
implementation team isn’t enough; It also means preparing the
organization for consultants to work quickly and setting up suitable
structures for training (e.g. arranging assistance for users being trained,
and avoiding work pileup in their ‘day jobs’). It also means monitoring
outcomes and benefits with military-like precision and acting decisively
when unplanned events occur. For changes to be sustainable invest in
tools for preserving key learning after the consultants depart. Also, invest
in on-going support, and a maintenance plan with reputable third parties,
and stay current on critical ERP software updates.
We realize that the leadership and governance efforts we are describing lie
with the CFO, the CIO and their appointed project leader, rather than,
through an ERP implementation committee and a program-management
office. Results are greater when top management are connected directly
to the front line and truly understand their perspectives and frustrations.
When clients wait until the ‘conference room simulation’ (i.e. a practice run
of the ERP system), to realize that the ERP as configured is too basic or is
laden with poorly migrated data), it is often too late to course correct.
There is no recipe for the perfect ERP install, but ERP teams that
underestimate people centric issues, create significant project execution
risks: it is better to address the ‘what’s in it for me’ more than mandating
compliance, promote people based on capability and not their current
position, and setup bonus structures that reward line managers and end
users for over delivery.
Achieving maximum gain – Despite panoply of
sophisticated ERP packages and mostly competent system
integrators implementing them, business benefits of installed
ERPs are underwhelming. Project teams struggle with transformative
change due to many constraints, not just tight timelines and budgets.
These constraints lead to a series of small yet sub-optimal decisions,
rather than a single one that dilutes benefits; for the unfortunate few,
these decisions accumulate and create headline grabbing business
consequences after the implementation. If instead, organizations
recognize dissimilar motivations of different project stakeholders and
target mutual benefits, they are charting the course for success. Senior
leadership should go beyond setting the tone for the project, and be
advocates for the results they expect. Envisioning an end state and
assembling a great project team are a great start; and building structures
to communicate, remove roadblocks and ensuring outcomes actually
emerge, create a great finish. Motivating key users rather than
demanding compliance is a smarter play for ensuring alignment and timely
project execution. They need to alleviate people issues and ensure the
changes do not roll back. Neutral project leadership are pivotal for
achieving maximum gain across the organization. Organizations that
weave these approaches into their ERP projects avoid compromising on
speed, cost or business results. Instead, they can, and do, beat the odds
and achieve a successful ERP implementation.
Pradeep Shakespeare is the president of Solutionsthink, a neutral management consultancy based in Ontario, which helps clients with transformational change such as
ERP/specialty technology implementations, group financial close-consolidation-and-reporting, M&A integration, process re-engineering and IFRS adoption. He has more
than 20 years of experience in public and private companies, delivering strategic mandates such specialty software rollouts and customer facing technology. Pradeep is a
MBA, a Chartered Global Management Accountant (CGMA) and a Chartered Management Accountant (ACMA). Pradeep can be reached at +1.905.609.4105 or
pshakespeare@solutionsthink.com
Endnotes
1 CFO Signals, Q3 2016, Deloitte CFO Program, September 2016.
2 Independent on-line tools are available that allow technology buyers to evaluate and
2 Independent on-line tools are available that allow technology buyers to evaluate and
short list ERP systems.
3 Exploring the Devil's Triangle, Michael Krigsman, ZDNet, September 7, 2009.
"The poor practices of the past and the associated excuses for suboptimal business outcomes won't hold water any longer. The focus of postmodern ERP
is on improved business agility and flexibility for example, through deployment of solutions and services that are better targeted at the business capabilities
and address other needs such as user experience," says Gartner. "It really is time that the significant investments enterprises make in ERP solutions reap
real benefits. ERP vendors and system integrators (SIs) must raise their game on implementation approaches, renovating and revisiting their own
implementation methodologies for speed and with greater emphasis on the benefits realization activities." Press release, March 2, 2016