Global ERP Deployments
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This document discusses best practices for successful global ERP deployments. It emphasizes the importance of project team buy-in, developing a common vocabulary, understanding business and cultural requirements, leveraging local experts, and taking a multiphase approach. A key theme is ensuring all stakeholders have the necessary knowledge throughout the implementation process.
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Global ERP Deployments
- 1. Global ERP A Model for Successful Deployments
- 2. Project Failure Is That Feeling of Fear When You Don't Know What to Do.
- 3. 4 Only 43% of Projects Meet Their Objectives
- 4. I Know What You’re Thinking... Why is *HE* Up There?
- 5. IDEA! This Path Can Change the Way You See Projects!
- 6. Experiment! Let’s Try Thinking A Little Different!
- 7. People Require Knowledge ...And Maybe a Little Help From Our Friends!
- 8. People ...And the Project Approach Too.
- 9. HHHere HH Or Here HH Or Here HH Or Here HH Or Here And Who Owns ERP? WHERE ARE YOU GOING WITH THIS THING?
- 10. Project Team Buy-In It’s Not About The MBA’s
- 11. Develop A Common Vocabulary... ...Quickly.
- 12. Standing In Front of the Board is Not a Fun Thing! Be Clear on Defining “CRITICAL.”
- 14. Remote Controlling a Project is Complicated And It Doesn’t Matter Who Fights for the Remote.
- 16. Lean on Exceptional Local Experts PEOPLE COUNT!
- 17. Play by the Rules Make Sure You Understand Regional Regulations
- 18. Do You Know Your Trading Partners? The DOJ Doesn’t Take Well to OFAC or FCPA Violations.
- 19. YOU CAN’T HIDE Corporate Parents Can’t Claim Plausible Deniability.
- 20. Understand Enterprise Data Who Owns It? Getting It Right, Keeping It Right.
- 21. Require(ments) It’s Not an All-You-Can-Eat Buffet.
- 22. Keep to the Cat Herding
- 23. Get Quick Wins Fast Movement Creates Momentum.
- 25. Use a Multiphase Approach How Do you Eat an Elephant?
- 26. Implement GL Accounting First The Business Owners Care About the Financials.
- 27. Implement a Means To Collect Costs Do You Have A Job Yet?
- 28. Implement The Sales Cycle Last Sales Attributes Can Be the Most Complicated
- 29. Knowledge (Transfer) It’s *NOT* Training!
- 30. Educate It’s Not All About the Keystrokes!
- 31. Who Gets ‘IT’ First? ‘IT’ Better Be the Project Team!
- 32. Get ‘IT’ Now? PEOPLE - REQUIRE - KNOWLEDGE
- 33. 36 You Will Go From This...
- 34. 37 TO THIS!
- 35. THANKS!LinkedIn: RossSivertsen Web: www.Ross-Sivertsen.com Twitter: RossSivertsen Skype:RossSivertsen Mail: LRS@Peerlessmfg.com, Mail@Ross-Sivertsen.com
Editor's Notes
- We've all been involved with that project, the one that's failed. We know the feeling of defeat, the cold wash that comes over us when an implementation is going south. Or the overwhelming sense of fear that comes from not having any single idea where to start.
- In fact only 43% of system projects meet the business objectives they originally set out to achieve. I've been involved in too many of them. In fact what we are talking about today is born out my direct failures in erp implementations.
- Yeah, I know you're thinking to yourself one of two things... If he's experienced these failures, why is he standing up there telling me how to run my project? Or, the version I prefer... There's NO way HE could have experienced project failures...
- But in this conversation is an idea SO revolutionary, that it can change the way you look at implementations forever. And guess what? It's not about the tools, the system, or ERP.
- Lets try an experiment, well it's not really an experiment because I already know how it's going to end.
- People Require Knowledge
- Project approach is about people, and at the end of the day, it's people that will make or break any implementation.
- Who Owns ERP – Where Are You Going with this thing? Covey, 7 Habits - Habit 1 begin with the end in mind Because, when you don't know where you're going any road will get you there.
- Project Team Buy In - many experts say management buy in is critical, and while that's true, without the buy in from the team expected to expected to execute, the project is doomed before it starts.
- So what does that mean? It means to Get to a Common Language / Taxonomy – Quickly; Understanding and using the same vocabulary clarifies points of dissension, and strengthen points of agreement. It also means that Project Management MUST understand the Business - a project manager must not only understand the details of managing project, but must understand and be empathetic to the needs of the people and business.
- Understand Priorities Definition and Communicate them Clearly; make sure that everyone understands the meaning of 'critical' because there's nothing worse than a managing director saying there are 10 critical items un-addressed to the CEO in a project meeting, when the MD meant 'critical to get these items done before we close the project out.'
- Remote Project Management is at best Challenging, we simply cannot Underestimate Local Culture of a region, not simply the local regulatory and tax requirements but the literal organizational and regional culture where the implementation is destined. So, Having the Right LOCAL experts is Critical to Project Success.
- • Having the Right LOCAL SME's is Critical to Project Success • LEAN on an EXCEPTIONAL Professional Services Team - PEOPLE COUNT
- • 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
- • Do You Know Who Your Trading Partners Are? • Corporate Parents can't claim "Plausible Deniability" • OFAC and FCPA Violations Come with STIFF Penalties
- • What Business Attributes are Important? • Who Owns Them? • How do You Get it Right? • How do You Keep it Right?
- Get to the ‘Low Hanging Fruit' to Get Wins Under the Belt, movement creates momentum, and there's no momentum like a freight train barreling down the tracks, it's absolutely unstoppable.
- To the Extent Possible FOCUS on One Thing at a Time, when we diffuse our attention to more than a few strategic actions at one time, we have a high probability that none of them will succeed, do not let those things that matter most get sacrificed to those things which matter least.
- • In Most Onboarding Activities Integrating the P&L and Balance Sheet are the 1 st Priority • Use Miscellaneous Transactions First If Necessary
- • Jobs / Project Management • Use Materials/Operations to and Checklist Tasks to Drive Schedules
- • Sales Attributes are The Most Difficult
- • 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?'
- Don't ‘Train' on Tactical Issues -> Transfer Knowledge, people must Understand the 'Why' not Just the 'How' of their new world, make sure that the me issue 'How is my job different?' is addressed.
- To that end Make Sure Project Leadership Gets 'It’ First, if you have real buy in from the project team, explaining the 'why' to everyone becomes substantially easier.
- If you can remember that integrating the people, developing momentum and clarity through the requirements of the project, transferring knowledge and helping everyone understand the why things are happening, you can take your project from a 43%
- success rate to a project having an 83% better chance of succeeding.