Original article from the Flevy business blog can be found here:
http://flevy.com/blog/sap-and-change-management/
As a “seasoned” Change Manager, I have been involved in many diverse projects focusing on managing the business aspect of technology implementations; e.g. ERP (SAP, Oracle, Microsoft Dynamics), Core Banking Systems, Business Intelligence, Case Working and Knowledge Management solutions, and the like.
To this day, I continue to be asked why is there a need to have involvement from a Change Manager, because a technology implementation “is what it is” and once implemented, the business should just be able to “get on and work with it.” But, it’s not quite as simple as that, because if you break down the impact of a technology implementation on a business, it would go something like this:
• It will change the way a business operates.
• Key stakeholders will want and need to be involved and communicated with.
• Processes will change.
• Organisation structures will change.
• The readiness of the business will need to be measured to ensure a smooth go-live.
• There will be a need to train and educate people in new ways of working.
• Business benefits as set out in the business case will need to be tracked.
• Once people gain competence with the new technology they should be encouraged to continuously improve ways of working into the future.
That sounds very simple, but actually it’s not, because all of these things involve people and they will need to have their expectations and perceptions managed.
Technology implementations aimed at making an organisation more efficient have become larger and more critical in recent years and now represent a major challenge for organisations. Despite improved technical functionality and reliability there are still project overruns, delays and sometimes downright failure. Research continues to show that between 30% and 70% of technology implementations either fail to meet their targeted benefits or stall and/or overrun. Problems are typically not related to the system or to technical issues surrounding the software but instead are often due to business related issues. One of the main reasons cited for this failure rate is that projects are usually managed from a technical perspective by Project Managers who are driven by milestones and deliverables but lack the necessary “soft skills” to deal effectively with the people side of change.
Introduction to Project Portfolio Management (PPM)Kimmy Chen
Introduction to project portfolio management
PPM is generally defined as a strategic, mission driven, dynamic decision making process whereby a business list of active projects is constantly updated and revised [Cooper 2001].
Pillars of PPM
- Organization (Executive support, PMO, steering committees)
- Processes (Project feasibility to Project Acquisition)
- Technology (Repository, Document management, Knowledge management)
Benefits of PPM
- Right selection of projects
- Alignment with strategic goals
Lufthansa Reference Architecture for the OpenGroupCapgemini
The presentation describes the aviation reference architecture framework including the meta model and a domain overview.
Author of paper and presentation:
Kai Schröder, Carsten Brockmann and Eldar Sultanow from
Capgemini Germany and
Carsten Breithaupt and Christian Vollmer from Lufthansa
This deck provides a high-level framework to implement business process redesign within a business transformation initiative. It shows how to establish the team, define the approach, and identify some of the deliverables within this track of work.
Technology Multipliers PPM solutions help optimize the value of your project portfolio and increase pipeline productivity. Our solutions utilize ProModel's project and portfolio simulation tools and Microsoft's project management tools. This Technology Multipliers webinar provides a comprehensive overview of project portfolio management concepts, process, and keys to success for technology companies.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/sap-and-change-management/
As a “seasoned” Change Manager, I have been involved in many diverse projects focusing on managing the business aspect of technology implementations; e.g. ERP (SAP, Oracle, Microsoft Dynamics), Core Banking Systems, Business Intelligence, Case Working and Knowledge Management solutions, and the like.
To this day, I continue to be asked why is there a need to have involvement from a Change Manager, because a technology implementation “is what it is” and once implemented, the business should just be able to “get on and work with it.” But, it’s not quite as simple as that, because if you break down the impact of a technology implementation on a business, it would go something like this:
• It will change the way a business operates.
• Key stakeholders will want and need to be involved and communicated with.
• Processes will change.
• Organisation structures will change.
• The readiness of the business will need to be measured to ensure a smooth go-live.
• There will be a need to train and educate people in new ways of working.
• Business benefits as set out in the business case will need to be tracked.
• Once people gain competence with the new technology they should be encouraged to continuously improve ways of working into the future.
That sounds very simple, but actually it’s not, because all of these things involve people and they will need to have their expectations and perceptions managed.
Technology implementations aimed at making an organisation more efficient have become larger and more critical in recent years and now represent a major challenge for organisations. Despite improved technical functionality and reliability there are still project overruns, delays and sometimes downright failure. Research continues to show that between 30% and 70% of technology implementations either fail to meet their targeted benefits or stall and/or overrun. Problems are typically not related to the system or to technical issues surrounding the software but instead are often due to business related issues. One of the main reasons cited for this failure rate is that projects are usually managed from a technical perspective by Project Managers who are driven by milestones and deliverables but lack the necessary “soft skills” to deal effectively with the people side of change.
Introduction to Project Portfolio Management (PPM)Kimmy Chen
Introduction to project portfolio management
PPM is generally defined as a strategic, mission driven, dynamic decision making process whereby a business list of active projects is constantly updated and revised [Cooper 2001].
Pillars of PPM
- Organization (Executive support, PMO, steering committees)
- Processes (Project feasibility to Project Acquisition)
- Technology (Repository, Document management, Knowledge management)
Benefits of PPM
- Right selection of projects
- Alignment with strategic goals
Lufthansa Reference Architecture for the OpenGroupCapgemini
The presentation describes the aviation reference architecture framework including the meta model and a domain overview.
Author of paper and presentation:
Kai Schröder, Carsten Brockmann and Eldar Sultanow from
Capgemini Germany and
Carsten Breithaupt and Christian Vollmer from Lufthansa
This deck provides a high-level framework to implement business process redesign within a business transformation initiative. It shows how to establish the team, define the approach, and identify some of the deliverables within this track of work.
Technology Multipliers PPM solutions help optimize the value of your project portfolio and increase pipeline productivity. Our solutions utilize ProModel's project and portfolio simulation tools and Microsoft's project management tools. This Technology Multipliers webinar provides a comprehensive overview of project portfolio management concepts, process, and keys to success for technology companies.
Application Management and Support - Shared Services Featuring the Pay Per Ti...Jade Global
Today, a variety of IT applications support business processes, giving it a competitive edge. Hence, applications that drive these businesses need to evolve just as rapidly while ensuring uninterrupted service to the customer.
Systems and applications do stabilize over time, but they still need maintenance. However, maintaining support resources and infrastructure can be costly and time consuming. Several models have emerged in the recent past that try and address this challenge, however a majority of them have had little success, frustrating service providers and customers alike and leaving neither of them satisfied.
In this webinar, our Consulting Director, Manoj Machiwal, will talk about how to address these challenges using the Pay per Ticket Model, a phase of new revolution in the AMS industry.
Get the maximum from your application support and maintenance investments and take a look at the future road map of AMS.
Know more, please visit: http://www.jadeglobal.com/
Slides from a webinar that I did recently for TIBCO. Full webinar replay with audio available at http://www.tibco.com/mk/2007/bpm-bpm11-jul-07usarc.jsp
Project Management is a well defined concept found in many guidebooks and Bodies of Knowledge. Putting these guides and BOK’s to work for the benefit of the enterprise is the role of Project Governance
Business Process Management PowerPoint Presentation Slides SlideTeam
If you are planning to create a stunning presentation to showcase the concept of business process management, then we recommend you download, our ready to use business process management PowerPoint presentation slides. Our content ready presentation will save your time and efforts. With the help of this predesigned business operations management PPT presentation, you will be able to represent the numerous techniques to discover, model, examine, measure, refine, optimize, and automate organization processes. This business quality improvement presentation PPT has been designed using a slide on various essential subtopics such as introduction, functional area overview, ERP system architecture, task categories of ERP systems, ERP project progress, implementation process overview, planning and selection phase, implementation phase, enterprise resource planning funnel, tuning of concept, situational analysis-basic target concept, software selection process, and software selection criteria. It also covers a template on software selection criteria, realization and implements, v model for implementation of ERP system, tips for selecting ERP system, ERP criteria list-technical requirement, and ERP implementation-selection phase. Do not delay, quickly download these predesigned business project management presentation slides. Bring down the amount of friction existing with our Business Process Management PowerPoint Presentation Slides. Halt the further build up of differences.
Project management methodologies change over time but one element of all projects always remains important - Project Charter. Here I am sharing a template for a medium to large implementation project type of project, for example SAP system implementation.
The processes from the PMBOK® Guide — Sixth Edition are separated into colors according to their respective knowledge areas. Only the main connections are shown in this process flow.
See related content at https://ricardo-vargas.com/pmbok6-processes-flow/
Keep your audience glued to their seats with professionally designed PPT slides. This deck comprises of total of sixtyseven slides. It has PPT templates with creative visuals and well researched content. Not just this, our PowerPoint professionals have crafted this deck with appropriate diagrams, layouts, icons, graphs, charts and more. This content ready presentation deck is fully editable. Just click the DOWNLOAD button below. Change the colour, text and font size. You can also modify the content as per your need. Get access to this well crafted complete deck presentation and leave your audience stunned.
In this ppt you find what is ERP?
1. What is ERP?
2. Why we need ERP?
3. Traditional Business Process.
4. Morden Business Process.
5. Major problem without ERP.
6. Advantages of ERP.
7. Types of ERP.
8. Which TYPE ERP best FOR organization?
9. Introduction of SAP ERP in short.
Application Management and Support - Shared Services Featuring the Pay Per Ti...Jade Global
Today, a variety of IT applications support business processes, giving it a competitive edge. Hence, applications that drive these businesses need to evolve just as rapidly while ensuring uninterrupted service to the customer.
Systems and applications do stabilize over time, but they still need maintenance. However, maintaining support resources and infrastructure can be costly and time consuming. Several models have emerged in the recent past that try and address this challenge, however a majority of them have had little success, frustrating service providers and customers alike and leaving neither of them satisfied.
In this webinar, our Consulting Director, Manoj Machiwal, will talk about how to address these challenges using the Pay per Ticket Model, a phase of new revolution in the AMS industry.
Get the maximum from your application support and maintenance investments and take a look at the future road map of AMS.
Know more, please visit: http://www.jadeglobal.com/
Slides from a webinar that I did recently for TIBCO. Full webinar replay with audio available at http://www.tibco.com/mk/2007/bpm-bpm11-jul-07usarc.jsp
Project Management is a well defined concept found in many guidebooks and Bodies of Knowledge. Putting these guides and BOK’s to work for the benefit of the enterprise is the role of Project Governance
Business Process Management PowerPoint Presentation Slides SlideTeam
If you are planning to create a stunning presentation to showcase the concept of business process management, then we recommend you download, our ready to use business process management PowerPoint presentation slides. Our content ready presentation will save your time and efforts. With the help of this predesigned business operations management PPT presentation, you will be able to represent the numerous techniques to discover, model, examine, measure, refine, optimize, and automate organization processes. This business quality improvement presentation PPT has been designed using a slide on various essential subtopics such as introduction, functional area overview, ERP system architecture, task categories of ERP systems, ERP project progress, implementation process overview, planning and selection phase, implementation phase, enterprise resource planning funnel, tuning of concept, situational analysis-basic target concept, software selection process, and software selection criteria. It also covers a template on software selection criteria, realization and implements, v model for implementation of ERP system, tips for selecting ERP system, ERP criteria list-technical requirement, and ERP implementation-selection phase. Do not delay, quickly download these predesigned business project management presentation slides. Bring down the amount of friction existing with our Business Process Management PowerPoint Presentation Slides. Halt the further build up of differences.
Project management methodologies change over time but one element of all projects always remains important - Project Charter. Here I am sharing a template for a medium to large implementation project type of project, for example SAP system implementation.
The processes from the PMBOK® Guide — Sixth Edition are separated into colors according to their respective knowledge areas. Only the main connections are shown in this process flow.
See related content at https://ricardo-vargas.com/pmbok6-processes-flow/
Keep your audience glued to their seats with professionally designed PPT slides. This deck comprises of total of sixtyseven slides. It has PPT templates with creative visuals and well researched content. Not just this, our PowerPoint professionals have crafted this deck with appropriate diagrams, layouts, icons, graphs, charts and more. This content ready presentation deck is fully editable. Just click the DOWNLOAD button below. Change the colour, text and font size. You can also modify the content as per your need. Get access to this well crafted complete deck presentation and leave your audience stunned.
In this ppt you find what is ERP?
1. What is ERP?
2. Why we need ERP?
3. Traditional Business Process.
4. Morden Business Process.
5. Major problem without ERP.
6. Advantages of ERP.
7. Types of ERP.
8. Which TYPE ERP best FOR organization?
9. Introduction of SAP ERP in short.
الإتحــــــــــــــــــــــاد الوطني للشبــــــــــاب السوداني
المؤسسة الشبابية لتقانة المعلومات
ورشة صناعة البرمجيات في السودان
الورقة الاولى :
مناهج التعليم وصناعة البرمجيات في السودان
أسامة عبدالوهاب ريس
RJT Compuquest is a full service system integrator. We have proven experience delivering Oracle Application (E-Business Suite) implementations, upgrades, enhancements, customizations, and extensions on both the functional side and the technical side.
RJT utilizes years of real-world experience and unsurpassed Oracle database and applications knowledge to meet your business requirements and maximize your Oracle investment. Each day, RJT consultants leverage their collective experience and knowledge to ensure successful Oracle work in the following core service areas:
Oracle Services
* Oracle E-Business Suite implementation and support
* Oracle and Open Systems development and support
* Remote DBA, database, and OS support
* Remote Oracle E-Business support
* Oracle database services
* Business intelligence / data warehousing
* Oracle Training
* Offshore Oracle development and support
Run sap methodology how to implement end to-end solution operations
Erp Implementation Methodology Wkshp 2.0 120611
1. Columbia Technical Consulting, Inc.
ERP Implementation
Methodology
How to succeed with your ERP implementation
Presented by John Paulson, ERP Consultant & Project Manager
Email: jpaulson@columbiatci.com
Phone: 503-819-0190
2. John Paulson
ERP Consultant and Project Manager
Since 1997, John has consulted on over 27 ERP engagements for some of the nations leading
companies. Founder of Columbia Technical Consulting, Inc., and JDE Resources Services,
John has provided ERP solution services, consulting, project management, supply chain
consulting, operational assessments, and process and systems alignment and optimization
services to organizations throughout the nation.
.
John’s expertise in ERP systems, supply chain consulting, and project management have been
requested by, and provided to, national consulting firms as; Accenture, Ernst and Young, Cap
Gemini, Delta Cubed, Panex Consulting, Premier Consulting, AMX International, Foothills
Consulting, Rapidigm Consulting, The Hunter Group, Jagwire Group, PCM Solutions,
Systems Management Inc., Versa Tech, PCI, Jibe Consulting, and many more
Columbia Technical Consulting Services, Inc.
All Rights Reserved
3. AGENDA
Introduction
Why Do Projects Fail?
Implementation Methodology
Project organization roles and responsibilities
Project management
Change Management
Stage 1 – Setup
Stage 2 - Piloting
Stage 3 – Integration
Stage 4 – Cutover
Stage 5 - Post Implementation Support
Stage 6 – Continuous Improvement Process
Phase 2?
Implementation project deliverables
Case studies
Pit falls
What worked
The Common Theme for ERP Success
Columbia Technical Consulting Services, Inc.
Q&A All Rights Reserved
4. Why do Projects Fail?
Columbia Technical Consulting Services, Inc.
All Rights Reserved
5. Reasons Why Projects Fail
13.1% Incomplete requirements
12.4% Lack of user involvement
10.6% Lack of resources
9.9% Unrealistic expectations
9.3% Lack of executive support
8.7% Changing requirements or
specifications
8.1% Lack of planning
7.5% Didn’t need the software any longer
6.2% Lack of IT management
4.3% Technology illiteracy
Columbia Technical Consulting Services, Inc.
All Rights Reserved
6. Reasons for Late/Over Budget
12.8% Lack of user input
12.3% Incomplete requirements or
specifications
11.8% Changing requirements or
specifications
7.5% Lack of executive support
7.0% Technology incompetence
6.4% Lack of resources
5.9% Unrealistic expectations
5.3% Unclear objectives
4.3% Unrealistic time frames
3.7% New technology Columbia Technical Consulting Services, Inc.
All Rights Reserved
8. Methodology
Approach & Objectives
• Simplification of traditional implementation process
• Streamlined methodology for efficient implementation
• Knowledge transfer throughout the project
Columbia Technical Consulting Services, Inc.
All Rights Reserved
9. ERP Implementation Approach
6 Steps
Setup Piloting Integration Cutover Post Support Cont. Improvement
Project Functional Integration/ End User Post Follow Continuous
Planning CRP Testing customization Training Implementation Improvement
Methodology for ERP
testing Support
System Data Migration System Improvements
Install Integrated CRP Cutover
Customization
Business Design and Stress Testing User
Process Development Acceptance
Data Migration
Workshops Testing
Procedures
System
Application and
Performance
Analysis and Documentation
Assessment
Design
Application
Setup
Project Team
Training
Columbia Technical Consulting Services, Inc.
All Rights Reserved
10. High Level Project View
Project Management / Change Management
Project Team Procedures End User
Training and Documentation Training
Project System Integrated System
Planning Install Conference Room Cutover
Pilots
Application Functional
Setup Test
User
Acceptance
Business Process Data Post Implementation
Workshops Migration Support
Application Analysis Customization Design Improvement
and Design and Development Process
Knowledge Transfer
Continuous
Setup Piloting Integration Cutover Post Support Improvement
Columbia Technical Consulting Services, Inc.
All Rights Reserved
11. Project Organization
Roles & Responsibilities
Steering Committee:
Set project direction and maintain project oversight
Steering Communicates expectations
Committee Assess impact of proposed opportunities and
recommendations and make final decisions
Provide leadership and ongoing support
Own project
Project Management Team:
Provide day-to-day project management
Ensure that project objectives are achieved
Provide process & systems advice to action teams
Project Provide leadership
Managemen Coordinate resources and action team participants
Team Serve as liaison between action teams and steering
committee
Provide necessary resources
Monitor and track project status and budget
Own Project
Action Teams:
Analyze issues, activities and processes
Functional Develop and test creative ideas and solutions
Teams Take ownership of ideas and solutions
Develop specific action steps and commit to action
plans
Perform day-to-day project tasks
Assume accountability for design changes
Own project
Columbia Technical Consulting Services, Inc.
All Rights Reserved
12. Project Management
A process that continues throughout the project, ensuring that the project is completed on time, within
budget and within scope, making the best use of the resources available
Project Management Process
1. Structure the project
2. Plan the project
3. Control the project
4. Assess change
Sustained 5. Report progress status
Sponsorship 6. Conclude the project
Clearly Defined Goals/
Objectives/Deliverables
•Measurable objectives
SUCCESS!!
Project Manager as
Coach/Facilitator/
Coordinator
Effective, Synergistic Team
•Team building
Workplan •Appropriate skill sets
• Individuals given responsibility/accountability •Well understood objectives
•Set milestones •Change management
•Time boxed •Buy in
Columbia Technical Consulting Services, Inc.
All Rights Reserved
13. Detail Project Startup
Identify and deploy project team – clarify and
assign project roles and responsibilities
Identify risks and mitigation plan
Detailed project plans prepared
Establish project team workspace
Establish project team ground rules
Establish project infrastructure:
Milestones
Meeting schedules and process
Identify project deliverables
Establish document templates, repository and
version control
Columbia Technical Consulting Services, Inc.
All Rights Reserved
14. Project Plan
Columbia Technical Consulting Services, Inc.
All Rights Reserved
15. Change Management
A structured approach to shifting/transitioning individuals, teams, and organizations from a
current state to a desired future state. It is an organizational process aimed at helping
employees to accept and embrace changes in their current business environment. In project
management, change management refers to a project management process where changes
to a project are formally introduced and approved
•
Columbia Technical Consulting Services, Inc.
All Rights Reserved
16. Stage 1 - Set-Up
WHAT
Preparation for the first
configuration of the application &
Project Team
Training
high level process definition
GOAL
Project System Application
To establish the road map for
Planning Install Setup subsequent phase
DELIVER
Business Process Extended team kickoff
Workshops
Install hardware and software
Project team application training
Application Analysis
and Design
High level process design
Review completed analysis
Configuration entered and
validated
Columbia Technical Consulting Services, Inc.
All Rights Reserved
17. Stage 1 – Set-Up
Project Planning
TASKS
Detail Project Planning
PARTICIPANTS
Project manager, process owners,
team leads, IT
Project
Planning
DELIVERABLES
Training Plan
Issues database
Installed software
Project tracking and reporting
methods
Documentation standards
Initial end user training strategy
Columbia Technical Consulting Services, Inc.
All Rights Reserved
18. Stage 1 – Set-Up
Application Analysis and Design
TASK
Review all sales cycle
documentation.
Schedule and attend design
meetings
Develop design review
presentation document,
including scope, phases, major
issues/gaps
Signoff Project Design
Complete initial setup
Application Analysis
Documentation
and Design
Signoff setup documentation
Incorporate any changes to
scope into the project plan,
budgets etc.
Columbia Technical Consulting Services, Inc.
All Rights Reserved
19. Stage 1 – Set-Up
Application Analysis and Design (cont.)
PARTICIPANTS
CTCI consultants, client
functional leads, XXX
Consulting Services PM, Client
PM
Application Analysis DELIVERABLES
and Design
Preliminary design
documentation
Setup documentation
Finalized Scope documentation
Columbia Technical Consulting Services, Inc.
All Rights Reserved
20. Stage 1 – Set-Up
System Install
TASK
Plan for prototype environment
installation
System Install Software
Install
PARTICIPANTS
Install consultants, IT
DELIVERABLES
Plan to prepare for the facility,
hardware, software and
resources.
An environment to utilize during
prototype
Columbia Technical Consulting Services, Inc.
All Rights Reserved
21. Summary
System Install
Network tuning
Server Acquisition
PC Client Acquisition
Software Installation
Deployment server
installation
Installation Planner
Installation Workbench
Server installation
Workstation installation
Columbia Technical Consulting Services, Inc.
All Rights Reserved
22. Stage 1 – Set-Up
Application Setup
TASK
Create an empty Pilot environment
(1st pass)
Enter ERP software application
setups
Application
Validate setup in pilot
setup Update setup documentation to
reflect actual setup
PARTICIPANTS
Client MIS personnel
CTCI consultants (Client will assist
to increase clients familiarity with
setup steps)
DELIVERABLES
Completed setup documentation
Columbia Technical Consulting Services, Inc.
All Rights Reserved
23. Stage 1 – Set-Up
Project Team Training
TASK
Project Team
Training Identify training requirements
for client implementation project
team
Obtain / develop ERP
functional/technical training
schedule and schedule the
classes documenting the dates
on the project schedule
RESPONSIBILITY
Client project manager, CTCI
project manager
DELIVERABLES
Project team training plan
Project team Columbia Technical Consulting Services, Inc.
training
All Rights Reserved
24. Stage 2 - Piloting
WHAT
Testing discrete transactions,
Procedures
and Documentation inquiries, reports within each
module
GOAL
Functional Testing
90% of the business
requirements configured,
detailed processes defined
Data
Migration DELIVER
Pilot test plan
Customization Design Desktop procedures
and Development
Conversion, interface plan
Application gap analysis
Report development matrix
Detailed design
Proof of concept
Knowledge transfer to client
Columbia Technical Consulting Services, Inc.
All Rights Reserved
25. Stage 2 – Piloting
Procedures and Documentation
TASK
Deliver “Top Ten” template
procedures
Complete desktop procedures
Procedures
and Documentation
RESPONSIBILITIES
CTCI consultants
Client Functional Leads
DELIVERABLES
Desktop procedures
Quick Reference Cards
Columbia Technical Consulting Services, Inc.
All Rights Reserved
26. Stage 2 – Piloting
Functional Testing
TASK
Create scripts for each function
Collect non-converted business data
Configure & test
Create versions, menus, etc.
Functional Testing
Conduct preliminary test to validate
system setup
RESPONSIBILITIES
Consultants
Client Functional Leads
DELIVERABLES
Pilot Plan
Test scripts
Columbia Technical Consulting Services, Inc.
All Rights Reserved
27. Stage 2 – Piloting
Data Migration
TASK
Create migration plan
transfer business data, control
tables, central objects
Create selected master tables
Run conversions
Run integrities and reconciliation
RESPONSIBILITY
Data
Migration Client MIS personnel
CTCI consultants
Client functional leads
DELIVERABLES
Migration Plan
Conversion plan
Columbia Technical Consulting Services, Inc.
All Rights Reserved
28. Stage 2 – Piloting
Customization Design and Development
TASK
Gather requirements from client
functional leads
Write functional specification
Write program specification
Develop customization
Install customization
Test
Signoff
Customization Design RESPONSIBILITY
and Development
Consultants, Client
DELIVERABLES
Functional specifications
Program specifications
Completed customization
Columbia Technical Consulting Services, Inc.
All Rights Reserved
29. Stage 3 - Integration
WHAT
Integration / Conversion
Testing
Building on base design
Validating integrated business
processes
Stress testing
Conference Room
Pilot
GOAL
Verify that the processes and system
Stress Testing
will support the business across
interfaces
System Performance and
Assessment DELIVER
Integrated conference room pilot
Conversion testing & validation
Stress test/performance tuning
System performance assessment
Integration testing
Report and interface development and
validation
Columbia Technical Consulting Services, Inc.
All Rights Reserved
30. Stage 3 – Integration
Integration/Conversion Testing
Task
Develop acceptance criteria at Project
Integration / Conversion Kickoff
Testing
Final validation of application setup
Validate converted data
Review pilot – Functional
Review pilot – Integration
Signoff pilot
Responsibilities
Client project manager
CTCI Project Manager
Client functional leads
CTCI consultants
Client project team
Deliverables
Acceptance Criteria
Client acceptance of the system
Completed integrated pilot
Columbia Technical Consulting Services, Inc.
All Rights Reserved
31. Stage 3 – Integration
Conference Room Pilot
Task
Deliver pilot plan templates and pilot
concepts to client functional leads
Approve pilot plan
Conference Room
Pilot Run functional pilot scripts
Modify desktop procedures as needed
Responsibilities
CTCI consultants
Client functional leads
Deliverables
Approved pilot plan
Columbia Technical Consulting Services, Inc.
All Rights Reserved
32. Stage 3 – Integration
Stress Testing
Task
Hardware response time
Database throughput
Network traffic and performance
Application response time
Stress Testing Responsibilities
Client MIS personnel
Client functional lead
CTCI consultants
Deliverables
Completed stress tests
Columbia Technical Consulting Services, Inc.
All Rights Reserved
33. Stage 3 – Integration
Data Migration
TASK
Confirm migration plan
Final test to transfer business
data, control tables, central objects
Create selected master tables
Run conversions
Run integrities and reconciliation
RESPONSIBILITY
Data Client MIS personnel
Migration
CTCI consultants
Client functional leads
DELIVERABLES
Migration Plan
Conversion plan
Preliminary Production DB
Final Gap Analysis
Columbia Technical Consulting Services, Inc.
All Rights Reserved
34. Stage 3 – Integration
System Performance and Assessment
TASK
Review stress test results
Analyze breaking points
Re-test
RESPONSIBILITIES
Client MIS
CTCI Consultants
System Performance
DELIVERABLES
and Assessment System analysis report
System design
Columbia Technical Consulting Services, Inc.
All Rights Reserved
35. Stage 4 - Cutover
WHAT
End User Full business simulation
Training
Training
System
Go
Cutover GOAL
Live
To fine-tune cutover procedures
User and verify potential impacts
Acceptance
DELIVER
User system acceptance
End user training
Validate cutover/fall back plan
Process optimization
Columbia Technical Consulting Services, Inc.
All Rights Reserved
36. Stage 4 – Cutover
End User Training
TASK
End User Develop “Go Live” plan
Training
Identify end user training
needs
Go Setup client site training
Live facilities
Develop and publish schedule
Complete training prior to
going live
RESPONSIBILITY
Client project manager, Client
functional leads
Deliverables
End user training plan
End user training
Columbia Technical Consulting Services, Inc.
All Rights Reserved
37. Stage 4 – Cutover
User Acceptance
TASK
Final validation of application
Validate converted data
Review pilot – functional
Review pilot – Integration desktop
procedures, end user training,
Go integration testing
Live Signoff/User Acceptance Testing
User (UAT)
Acceptance
RESPONSIBILITY
Client functional lead
Client project manager
Client project team
CTCI consultant
DELIVERABLES
Acceptance criteria
Client acceptance of the system
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38. Stage 4 – Cutover
Cutover
TASK
Develop schedule
Develop a contingency plan
Process final conversions
Cutover
Go
Live
RESPONSIBILITY
Client Project Manager, CTCI
Project Manager
DELIVERABLES
Go Live cutover schedule
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39. Stage 4 – Cutover
Cutover/Go Live
Going Live is a Process, Not a Milestone
TASK
Complete end user menus,
responsibilities
Deliver final setup
Cutover
documentation, issues logs.
Begin live processing
Go
RESPONSIBILITY
Client system administrator,
CTCI consultants
Live DELIVERABLES
Go Live
Final documentation
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40. Stage 5 - Post Implementation
Support
TASK
To support the client team and
infrastructure during initial use of
the system back up support during
Go first days
Live
First „month end‟ support
Identify remaining issues
RESPONSIBILITIES
Client project team, CTCI
Post Implementation
Support consultants, CTCI Project Manager
DELIVERABLES
Onsite support
Stage 5 Next phase recommendations
Post
Implementation
Project review
Support Celebration!
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41. Stage 6 – Continuous Improvement
Define
Monitor Plan
Continuous
Implement Improvement Analyze
Measure Develop
Test
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42. Continual Improvement
• Phase 2 Improvements Identified
• Upgrade to latest version
– Upgrade planning
– Analyze new features
– Train & Implement new features
• Perform periodic systems audit
– Analyze new business requirements
– Review system performance & manual operations
– Develop audit report and action plan
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43. Implementation Project Deliverables
Project Plan
Scope Documentation
Status Reports
Process descriptions and process flows
Setups
Training materials
Customizations detail, both design and
implementation
System Designs
Interface specifications
Conversion documentation
Desktop Procedures
Issue Log and Issue Resolution
Conference Pilot - All test scripts / Signoffs
User Acceptance Testing Signoffs
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44. ERP Implementation Case Studies
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45. Questions
?
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46. John Paulson presents this ERP methodology presentation offering his
experiences, and insight, in what it takes to succeed in your organizations ERP
initiative. Using real world case studies of ERP implementations; what worked,
what didn’t, and the red flags to watch for, he’ll discuss how to prepare, manage,
and steer the course of your ERP initiative through the Finish Line.
John provides ERP consulting assistance in planning, software selection, project
planning and management, training, process consulting, and facilitating your
organizations ERP initiative
For more information regarding this presentation, methodology, and tools used,
or to schedule this presentation at your organization contact John Paulson;
John Paulson, ERP Consultant
Cell: 503-819-0190
Email: jpaulson@columbiatci.com
Columbia Tech Consulting, Inc.