The document outlines Elico Corporation's project management strategy for implementing an ERP system, which includes defining objectives, analyzing risks, structuring the project into phases following an agile methodology, and providing guidance on key aspects of implementation and change management needed for success such as stakeholder involvement, scope stability, communication, and negotiation. Objectives are defined using the SMART framework and risks are evaluated using tools like failure mode and effects analysis to develop risk management plans for each phase of the project.

1. Project Management Strategy Method by Elico
Odoo ERP Management System Solution
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Overview │ Elico EPR Project Implementation Method

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Objectives needs to be specific, measurable, achievable, relevant, timed (SMART). They provide a road map for strategic
planning. ERP systems planning objectives are guide points to ensure that ERP implementation stay on course. They also help in
assessing where projects are now and where are they heading, thus guiding the decision making process.
Example of objectives and sub-objectives :
Step 1 │ Define Objectives
To maximize chances of success, it is needed to have an exhaustive set of objectives that represent stakeholder values.
Objectives Identification
- Individual stakeholder assessment
- Group discussion
Objectives structuration
- Define sub-objectives
- Cluster & label sub-
objectives
Prioritisation of objectives and
sub-objectives
- “Why is this important”
testing for clustered
objectives
Strategic objective: Enrich the ERP systems planning process
Means objective Sub-objective
1. Minimize cost Minimize startup costs
Minimize implementation costs
Minimize maintenance costs
2. Ensure ERP benefits realization Ensure knowledgeable and proactive upper management support
Ensure proper change management controls
Minimize adaptation constraints
Ensure clarity in investment objectives
Allocate responsibility for benefits realization

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Step 1 │ ERP implementation approach
Twofold approaches may be taken for ERP projects :
A - Change the business processes to fit the software with minimal customization
On one hand, fewer modifications to the software application should reduce errors and help to take advantage of newer
versions and releases
On the other hand, this choice could mean changes in long-established ways of doing business (that often provide
competitive advantage), and could shake up important people roles and responsibilities; and
B - Modify the software to fit the processes
This choice would slow down the project, could affect the stability and correctness of the software application and could
increase the difficulty of managing future releases, because the customizations could need to be torn apart and rewritten
to work with the newer version.
Conversely, it implies less organizational changes, because it does not require dramatically changing the company best
practices, and therefore the way people work.
→ Analysis needs to be pursue considering the above when choosing an implementation approach

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Risk Analysis inspired from Failure Mode and Effect Analysis
Step 2 │ Project Risk Analysis
Definition of a risk management plan which includes task, responsible, monitoring frequency and generated documentation.
Example of risk management plan:
Gravity
Catastrophic
Major
Significant
Negligible
Probability
HIghly
unlikely Unlikely Likely
Highly
likely
Means
Objectives
Sub-
objectives Tasks Responsibility
Monitoring
frequency Risk Evaluation Action Plan
XXX XXX XXX XXX XXX XXX STRONG
XXX XXX XXX XXX XXX XXX XXX
XXX XXX XXX XXX XXX XXX N/A
Tool used to systematically analyze postulated component
failures and identify the resultant effects on system
operations.
Risk factors may be specifically define for each specific ERP
implementation.
Exemple of risk factors are listed in the enclosed template
Identified risks need to be mitigate with action plans

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Step 2 │ Project Risk Analysis
Risks is also considered from a management perspective : what management aspects should be put more attention to
successfully manage ERP project.
Characteristics Criticity
Characteristics analysis method (CAM) is a tool to ensure that the IT project is manageable and consistent by its different goals
content and development approaches.
CAM Visual tool
A set of questions is defined in order to assess critical
aspects. The questions are either positive or negative
statements for which their applicability to the project will
be evaluated.
The basic aim is to find out the manageable size of the
ERP project

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1. Preparation of the project plan, including the following:
- The project scope and the budget (repeated from the contract);
- The project phases and their descriptions;
- The definition of products for each project phase;
- The definition of project milestones; and
- A detailed project schedule.
2. A definition of the project organizational structure, including the following:
- A definition of project roles and responsibilities; and
- The assignment of consultants to their respective roles;
3. The preparation of project procedures regarding the following:
- Communication, i.e., communication means, frequency, and communication paths;
- Documentation, i.e., project repository and document templates;
- Risk management, i.e., risk identification, reporting, mitigation, and escalation;
- Change management, i.e., change identification, reporting, approval, and escalation;
- Open items management, i.e., open item identification, reporting, management, and escalation;
- Status reporting, i.e., status meetings frequency, status meetings logistics (physical meeting or teleconference), and status
reporting document templates; and
- Quality management, i.e., quality check points and criteria.
4. Initial training of key users regarding system functionality and configuration possibilities.
Step 1 & 2 │ Documentation associated

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In a long ERP project it is also important to obtain short-term successes so that people do not lose interest in the change process
and the final aims are reached. Hence, it is good to divide the project into manageable phases. The split is based on
“Prioritised Objectives - Project Risks - Available resources” described in Step 1 and 2.
Example of project phasing:
Step 1 Step 2 Phase 1 → Phase 2 → etc.
Define Objectives Project Risk Analysis Sub-
phase1
Sub-phase
2
Sub-phase
3
Sub-phase
1
Sub-phase
2
Sub-phase
3
1. Strategic Objectives
2. Means objectives
3. Sub-objectives
1. Definition of :
- tasks,
- responsibility,
- monitoring.
2. Evaluate risk of
project failure
3. Evaluate criticity
4. Adopt ERP approach
5. Phase project
1. Specs
def.
1. Set up
2. Devpt
3. Demo
4. UAT
1. Training
2. Support
1. Specs
def.
1. Set up
2. Devpt
3. Demo
4. UAT
1. Training
2. Support
Step 3 │ Project Phasing & Agile Implementation
Implementation and phasing follows principle of the Agile Method.
Risk evaluation, objectives, definition of tasks, need to be
evaluated/updated/re-assessed for each phase.

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Step 4 │ Project Implementation and day to day live
Day to day management of critical aspects
Project managers challenges for project success are :
A. Involvement of key users & stakeholder
Designate and train process owners in house
Involvement of key management
B. Stability of scope
Refrain from adding feature before project phase closing
C. Change management
Educate staff on improvements brought by the project
Repeat and educate on new process
Phase the project for a progressive approach
D. Good communication & negotiation
Identify in house key communicator
Schedule communication
Use multiple communication means

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Elico Corp
Shanghai – Shenzhen – Singapore