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[[What if I told you…
In the next couple of weeks…
your most valuable [insert function] manager…
will be leaving your company.](https://image.slidesharecdn.com/implementation-130923125806-phpapp02/85/Winning-Strategies-for-a-Successful-ERP-Implementation-3-320.jpg)
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[[CASE STUDY:
MARIN COUNTY V. DELOITTE, ET AL.
…One More Key Fact
• The Services Agreement stated as follows:
• “Vendor shall initially assign each of the
individuals identified in Schedule 3.1.1 (omitted).
Each individual shall be subject to the County’s interview and
approval” [Emphasis added]
• “The County’s Project Director shall at all times… (b) have overall
responsibility for directing… the Project as a whole; and (C) be vested
with the necessary authority to fulfill all of the responsibilities of the
County’s Project Director…” [Emphasis added]
Reference: Gross, Jonathan. SAP, Deloitte, and Marin County ERP Lawsuits - A Parsing of ERP
Implementation Project Management Duties, Inside-ERP, March 8, 2013.](https://image.slidesharecdn.com/implementation-130923125806-phpapp02/85/Winning-Strategies-for-a-Successful-ERP-Implementation-16-320.jpg)
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[[Sample Contract Language
• “[Customer] is solely responsible for the proper installation and
implementation of the Software.”
• “[Customer] will provide a project manager”
• “[Customer] will be responsible for project team validation and
acceptance testing”
• “[Customer] is responsible for managing the implementation… “
• “[Customer] is expected to allocate the resources as necessary to
accomplish tasks and stay on schedule.”
In other words, integrator PM is not accountable. Your company is.](https://image.slidesharecdn.com/implementation-130923125806-phpapp02/85/Winning-Strategies-for-a-Successful-ERP-Implementation-17-320.jpg)
Uploaded byJonathan Gross
Winning Strategies for a Successful ERP Implementation
The document discusses strategies for successful ERP implementation, focusing on project management, internal team structure, and responsibilities. It emphasizes the importance of selecting experienced internal project managers and forming a core team for process reengineering and system testing. Additionally, it includes a case study highlighting the risks of relying on external vendors for project delivery.
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Winning Strategies for a Successful ERP Implementation
- 1. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [
- 2. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [[Winning Strategies for a Successful Implementation Presented by: Jonathan Gross Vice President and Legal Counsel (866) 282-5899 ext 802 jonathang@pemeco.com
- 3. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [[What if I told you… In the next couple of weeks… your most valuable [insert function] manager… will be leaving your company.
- 4. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [[What would you do? • How long would it take you to: – Find a replacement? – Onboard that replacement? • How much pain would you suffer? – Financial? – Business disruption? – Employee strain?
- 5. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [[Now, what if I told you… In the next couple of weeks… You will lose your most valuable manager… of each and every department!
- 6. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [[ Represent a leanly staffed company? Are planning to complete ERP selection in 2014? Have turned your minds to ERP implementation? Have started implementation-related tasks? Ready for Implementation? How many of you:
- 7. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [[Introduction – Pemeco Consulting • Founded in 1978 • Independent consulting and advisory firm • 500+ projects • Implementation management guide sells in 40 countries • Manufacturing and distribution client base
- 8. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [[ Your ERP project’s org structure Defining what you need in an internal PM Defining core team member involvement Sample process reengineering task Implementation readiness: backfilling Implementation planning (time permitting) Agenda
- 9. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [ [PROJECT ORG STRUCTURE
- 10. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [[Project Structure
- 11. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [[Steering Committee • Executive leadership • Project sponsorship • Strategic decisions – Budgets, resources, schedules • Empowerment of PM • 4 – 6 hours/week Select End- Users Core Team Project Management Steering Committee
- 12. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [[Sample Decision
- 13. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [ [PROJECT MANAGEMENT
- 14. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [[Project Management • The different flavors – Internal – Contracted internal – Vendor-supplied Select End- Users Core Team Project Management Steering Committee
- 15. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [[CASE STUDY: MARIN COUNTY V. DELOITTE, ET AL. Key Facts • Paid $30 million for software and services • Marin relied on project delivery expertise of service provider • Marin sued the vendor and services provider: – For alleged project staffing with inexperienced consultants; – For alleged system inability to reconcile cash accounts, process payroll • In two separate lawsuits, Marin sued for a combined $120 million (US) • Marin settled for $3.5 million
- 16. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [[CASE STUDY: MARIN COUNTY V. DELOITTE, ET AL. …One More Key Fact • The Services Agreement stated as follows: • “Vendor shall initially assign each of the individuals identified in Schedule 3.1.1 (omitted). Each individual shall be subject to the County’s interview and approval” [Emphasis added] • “The County’s Project Director shall at all times… (b) have overall responsibility for directing… the Project as a whole; and (C) be vested with the necessary authority to fulfill all of the responsibilities of the County’s Project Director…” [Emphasis added] Reference: Gross, Jonathan. SAP, Deloitte, and Marin County ERP Lawsuits - A Parsing of ERP Implementation Project Management Duties, Inside-ERP, March 8, 2013.
- 17. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [[Sample Contract Language • “[Customer] is solely responsible for the proper installation and implementation of the Software.” • “[Customer] will provide a project manager” • “[Customer] will be responsible for project team validation and acceptance testing” • “[Customer] is responsible for managing the implementation… “ • “[Customer] is expected to allocate the resources as necessary to accomplish tasks and stay on schedule.” In other words, integrator PM is not accountable. Your company is.
- 18. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [[Responsibilities of Your Internal PM PM Teams Internal Steering Committee Core Team End UsersExternal Tasks Planning Process Reengineering Data migration System testing Infrastructure, customizations Cutover Budgets Schedules Risks Communications
- 19. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [[Four Pillars of an Internal PM • Complex projects People Processes Technology • Ownership • Buck stops here • Hands-on project execution • Empowered by Steering to apply: Resources Budgets EXPERIENCED ACCOUNTABLE RESPONSIBLE AUTHORIZED
- 20. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [[Internal PM Alternatives • Pro: initial cost effectiveness • Con: risking worst-case scenario Don’t hire an internal PM • Pro: Full time expertise • Con: Expensive, expertise leaves at end of contract Contract experienced ERP PM • Pro: Cost midpoint, retain knowledge • Con: Expert is in-and-out Designate “up-and- comer” & support with expert PM
- 21. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [[Your Internal PM’s Profile Characteristics • Expertise – what’s unique about your project? • Team player, influence both up and down • Excellent communicator, organization skills Roles • Planner, task manager • Facilitator, communicator • Risk manager Responsibilities • Develop and execute project plan • Make tough recommendations, “go/no-go”
- 22. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [ [CORE TEAM
- 23. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [[Profile • “A” players from each department • Functional process experts • Cross-functional knowledge • Team players Select End- Users Core Team Project Management Steering Committee
- 24. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [[Roles and Responsibilities • Business process reengineering • Testing • User documentation • User training
- 25. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [[Sample – Reengineering Task • 50% – 75% committed to project • Receiving blueprint whitepaper
- 26. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [[Staffing Alternatives 1. Work longer hours 2. Hire 3. Cross-Train Start planning now!
- 27. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [ [WRAP-UP
- 28. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [[ Project’s org structure Steering committee responsibilities Internal project manager requirements Core team requirements Backfilling planning best-practices WRAP-UP What we learned: Q&A
- 29. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [ [APPENDIX – PROJECT PLANNING
- 30. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [[Sample Implementation Plan - Overview
- 31. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [[Sample Implementation Plan – Planning Phase
- 32. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [[Sample Implementation Plan – Core Team Training Phase
- 33. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [[Sample Training Plan 33 Create a New Purchased Item ZP-100000-XXX (XXX) Your Initials Use Script E001.1 Create a New Manufactured E-Item ZM-100000-XXX (XXX) Your Initials Use Script E001 Create a New Revision for the Manufactured E-Item ZM-100000-XXX REV001 Use script E001 Create a New BOM for the Manufactured E-Item ZM-100000-XXX REV001 Add Item ZP-100000-XXX created earlier Add item RSC-50-6AC120 Copy Bom ZM-100000-01 Add text to ZM-100000-00 “this is text” Use script E001 Approve BOM Revision for the Manufactured E-Item ZM-100000-XXX REV001 Use script E001 Copy the Manufactured E-item To an Item ZM-100000-XXX REV001 Use script E001 Generate the P-BOM Manufactured E-Item and Finalize ZM-100000-XXX REV001 Use script E001 Set Phantom/Non- Phantom for P-BOM ZM-100000-XXX REV001 Use script E001 Make Unreleased REV002 Of ZM-100000-XXX Copy Rev1 Change the Qty. of RSC-50-6AC120 to 2 Do not approve release or finalize Use script E006 Check Inventory RSC-50-6AC120 Check stock for RSC-50-6AC120 Use script E008 Use MBC to Preform a General Change Replace RSC-50-6AC120 With RC-50A-56AC120 Only change your ZM-100000-XXX Use script E003.2 Make Revision REV002 Current using MBC (Mass Bom Change) ZM-100000-XXX REV002 Use script E003.1 Review E007 Create Item for Sales Bookings Very similar to E001 Review E009 Get Serial Number from Work Order
- 34. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [[Sample Training, Cont - • 3. Select item ZM-100000-XXX. • 7. Under description enter For MBC Example. • 9. Leave the item signal blank. • 10. Under Engineer select your name from the dropdown. • 11. Set the BOM Quantity to 1, Unit Set to STD, and Unit to EA • 13. Leave blank (should fill to engineering standards) • 14. Save and closed (when asked if you want to copy BOM say YES) • Skip steps 17-32. change the quantity of RSC-50-6AC120 to 2 • 33. Save and close 34
- 35. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [[Process Reengineering and System Testing Tasks • Core team members own and execute the tasks, with guidance from consultants • Key phases and tasks implicating core team include: – Process reengineering and walkthroughs (1 to 2 mnths) – Conference room pilot tests (1 to 2 mnths) – Departmental pilot tests (1 to 2 mnths) – Integrated pilot tests (2 to 3 weeks) – Inventory physical (week/weekend) – Cutover (weekend)
- 36. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [[ Business Process Reengineering and Conference Room Pilot Testing Phase
- 37. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [[Sample Implementation Plan – Departmental Pilot Testing Phase
- 38. Click to editMaster title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level [[ Sample Implementation Plan – Business Process Reengineering and Conference Room Pilot Testing Phase