Proactive steps to ensure the success of the next ERP project.
The main goal of this presentation is to provide learned lessons and project recommendations
by assessing the failure of Avon order managementsystem project from an IT projectmanagement perspective
ERP-Case Study- Changes before and after implementing ERP in a companyAniket Maithani
The following presentation contains a case study aboout the changes occuring in a company, before and after adopting ERP. The LIVE DEMO example is based on simple ERPAL Drupal Distribution.
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.
Berikut merupakan contoh Studi Kelayakan dari aplikasi salah satu perusahaan dibidang jasa pengiriman barang guna memenuhi tugas mata kuliah Manajemen Proyek Perangkat Lunak kelas E oleh 05111640000015 NAVINDA MEUTIA - 05111640000025 SARI WAHYUNINGSIH - 05111640000076 RIFQI MUKTI WICAKSANA
Feedback about ERP implementation project. Questions answered:
Did Cisco spend enough time to configure the ERP system? Did the compressed configuration phase negatively impact the quality of the system?
Should they have customized the package to match business processes?
Was Cisco smart or lucky with its ERP implementation?
What can top managers do to maximize chances for success here?
Madison Park Group is a strategic M&A and capital raising advisor to the global software economy. In November 2020, MPG formed a strategic partnership with Ascentage Group (“Ascentage”), a business development and M&A advisory firm addressing the strategic and tactical business needs of growth-stage companies developing construction technology and software for the built environment. Ascentage’s domain expertise in design, construction, infrastructure, and asset management technologies further enhances MPG’s rapidly expanding industrial technology advisory practice.
The firm’s principals have sat on both sides of the table, advising disruptors, consolidators, and incumbents as they navigate strategic initiatives. Industry leaders trust Madison Park Group’s experience in the marketplace.
Berikut merupakan contoh Project Charter dari aplikasi salah satu perusahaan dibidang jasa pengiriman barang guna memenuhi tugas mata kuliah Manajemen Proyek Perangkat Lunak kelas E oleh 05111640000015 NAVINDA MEUTIA - 05111640000025 SARI WAHYUNINGSIH - 05111640000076 RIFQI MUKTI WICAKSANA
New surveys tell us how firms "live" an ERP implementation, what are the cost, implications, results, success or failures of implementing an ERP.
Also several key success factors are defined and tell us how to successfully implement an ERPs throughout the organization.
Preparation is the key to success! What are the most important aspects in getting ready for an ERP implementation? Read these step by step guidelines to ensure a successful ERP implementation
https://www.forceintellect.com/2020/10/20/getting-ready-erp-implementation/
ERP-Case Study- Changes before and after implementing ERP in a companyAniket Maithani
The following presentation contains a case study aboout the changes occuring in a company, before and after adopting ERP. The LIVE DEMO example is based on simple ERPAL Drupal Distribution.
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.
Berikut merupakan contoh Studi Kelayakan dari aplikasi salah satu perusahaan dibidang jasa pengiriman barang guna memenuhi tugas mata kuliah Manajemen Proyek Perangkat Lunak kelas E oleh 05111640000015 NAVINDA MEUTIA - 05111640000025 SARI WAHYUNINGSIH - 05111640000076 RIFQI MUKTI WICAKSANA
Feedback about ERP implementation project. Questions answered:
Did Cisco spend enough time to configure the ERP system? Did the compressed configuration phase negatively impact the quality of the system?
Should they have customized the package to match business processes?
Was Cisco smart or lucky with its ERP implementation?
What can top managers do to maximize chances for success here?
Madison Park Group is a strategic M&A and capital raising advisor to the global software economy. In November 2020, MPG formed a strategic partnership with Ascentage Group (“Ascentage”), a business development and M&A advisory firm addressing the strategic and tactical business needs of growth-stage companies developing construction technology and software for the built environment. Ascentage’s domain expertise in design, construction, infrastructure, and asset management technologies further enhances MPG’s rapidly expanding industrial technology advisory practice.
The firm’s principals have sat on both sides of the table, advising disruptors, consolidators, and incumbents as they navigate strategic initiatives. Industry leaders trust Madison Park Group’s experience in the marketplace.
Berikut merupakan contoh Project Charter dari aplikasi salah satu perusahaan dibidang jasa pengiriman barang guna memenuhi tugas mata kuliah Manajemen Proyek Perangkat Lunak kelas E oleh 05111640000015 NAVINDA MEUTIA - 05111640000025 SARI WAHYUNINGSIH - 05111640000076 RIFQI MUKTI WICAKSANA
New surveys tell us how firms "live" an ERP implementation, what are the cost, implications, results, success or failures of implementing an ERP.
Also several key success factors are defined and tell us how to successfully implement an ERPs throughout the organization.
Preparation is the key to success! What are the most important aspects in getting ready for an ERP implementation? Read these step by step guidelines to ensure a successful ERP implementation
https://www.forceintellect.com/2020/10/20/getting-ready-erp-implementation/
Our certified ERP consultants can aid you in finalizing the vendor and the software that best fits your current business processes and align with your future goals as well.
According to a number of studies; up to 80% of businesses deem their ERP initiatives as failing to meet objectives... What must business management consider prior to taking the leap. How do mitigate the risk of being one of that 80%. If you represent a business an have questions please use the contact form on the changespecialist.org site and I will respond.
Future directives in erp, erp and internet, critical success and failure factorsVarun Luthra
This ppt explains Future Directives in ERP, ERP and Internet, its critical success and failure factors, Hit 'Like' button if the ppt turns out to be useful for you in any way. Enjoy :)
Steps recommended ascertaining the success of ERP implementation6e Technologies
The implementation of the ERP in an organization is a massive step towards achieving the organizational objectives with a systematic and careful approach. It is a major change that ensures better success rate by involving various components of business and integrating them with the help of software.
ERP stands for enterprise resource planning and this software can be defined as a complete business software solution. The fundamental aim of ERP software is to assimilate all the systems of entering data and processes, as related to business. These days every large scale and medium-sized companies are working towards expanding their presence in global market and in this context ERP in fact holds lot of promises both in terms of supply and demand. Today many organizational performances have been enhanced by applying software applications like ERP that includes resource planning, management control, and operational control.
ERP Key Success Factors Series 1 includes the first 5 factors namely:
1) Top Management Commitment
2) Clear Goal Setting & Budget Planning
3) Good Project Team - Client & Vendor
4) Change Management
5) Business Process Re-Engineering
RUNNING HEAD ERP SYSTEM IMPLIMENTATION PROJECT .docxsusanschei
RUNNING HEAD: ERP SYSTEM IMPLIMENTATION PROJECT 1
ERP SYSTEM IMPLIMENTATION PROJECT 17
ERP SYSTEM IMPLIMENTATION PROJECT
Introduction
Selecting the right project to do from so many available projects is a difficult task. Making choice on the project to do may sound obvious, however, choosing the right project increases the chances of being successful in the project. People should take enough time to choose the kind of project that they intent to do. The success and completion of the project is also affected by the time the individual spent in choosing the project and setting up for success right at the start of the project. It is very fundamental to apply some practically perfect filters to the process of selecting of the project to make sure that the good ones get through and the bad ones are disallowed. This process is a part of the practically perfect project management method as it is the initial step in any successful project. The process of project selection begins with all the potential project going through a repeatable and rigorous and appropriate selection process (Frank, 2011).
The project chosen is the installation of the ERP system. The first question before starting this project is knowing whether there is a need for this system. ERP system purchase should be considered if the firm is faced with issues of disparate data, time lag and operational inefficiencies. The firm that is in an excessive need of manual labor, hardships in reconciling financial and problems in coordination of inventory, sales and manufacturing and extracting sound business data out of the system needs to have this system. There is also an increased need for IT for maintaining the firm operations and the system integration. These are some of the things that make the ERP project necessary. The knowledge on the products offered by the firm, the objectives in the IT and operational infrastructure are critical in choosing the ERP system.
Prior to choosing this project, several factors were considered. There are several decision points that need to be looked at before the project starts. The selection criteria that the project team need to know before the start of the project is needed. There are several considerations to guide in the selection of this project.
Identifying the stakeholders
The ERP system is not like other small software packages in a company that only effects only a section of the firm. It is a large system that has impact on every sector of the business. This makes the stakeholders of this project to include the users from all parts of the company and every level of the company that is affected by the system. This includes the end users who get the information collected or the workers who find that the processes of the firm they are used to have been changed. The stakeholders and the users who are involved ...
ERP Key Success Factors Series 2 presentation includes the following:
6) Effective Project Management
7) High Communication Standards
8) Scope Creep Management
9) Data & Approvals on Time
10) Education & Training
Organizations can establish a consistent method for determining if projects are having an adverse impact on the IT portfolio, are failing and need to be shut down.
Specific criteria and data to be collected and analyzed may include the following:
It is of no secret that the technological constant developments have affected many aspects of human lives within the last decades.
Managing people in a co-located team differ than a distributed team; the traditional co-located teams require depth understanding for the dynamics of human and social grouping, while dealing with virtual teams has created additional difficulties for management.
In the distributed teams, the spirit of collaboration is harder to be achieved, and the interaction between team members becomes less visible, which definitely would affect achieving the organization objective and the managerial process effectiveness.
Virtual collaboration enables distributed expertise to focus on shared problems with a necessary interfacing through technology.
Quality of interaction is critical for establishing the framework for successful collaboration on any team, virtual or not; however, the usual hurdles of any group of people coming together to tackle difficult problems is exacerbated in virtual groups by having to rely on technology.
For this reason, virtual collaboration should be planned for and supported by the development of specific interaction skills and the technological proficiency that will help ensure project success.
There continues to be a need to understand how technology changes the nature of work and collaboration.
Because of Geographical distance, the biggest challenge that faced the project / program manager is managing a virtual team.
In the following papers, I will shine the light on some tools, techniques, and useful Idea to managing virtual projects.
The main goal of this presentation is to draw the roadmap of the methodology of implementing the Knowledge Management at the HCL’s prospective customersTaking advantage of longexperience and HCL developed KM tools .
While the main processes of knowledge management is a challenge in the organizations, it must be some technical tools to help organization to enhance their service and create competitive advantage.
In the following papers, I will explore some tools and social Medias that influence the Knowledge Management in the organizations.
Effectiveness of knowledge management depends on how knowledge management process are aligned with an organizations infrastructure and processes that supports the achievement of organizations goals. To understand and represent relationships a simple list of elements and process is scanty, we need a holistic framework where all are integrated into a dynamic framework. The proposed framework is particularly focused on dividing the identified organizational building blocks into their constituent elements along both time and content dimensions to define characteristics of these elements, and it also define the relationships between the organizations to form a social ecology in which people effectively create share and use knowledge in business management. In this way, the developed framework can assist management to understand the true nature of the relationship that exist between an organization and knowledge management process, and exploit them for an organizations success.
The Alexandria Hospital is a small public hospital found in the Midwestern part of Singapore. The hospital that was established as a British Military Hospital in 1938 and after serving for thirty-three years was handed to the Singapore government by the British administration and renamed to Alexandria Hospital.
The hospital has undertaken many initiatives to upgrade its major facilities to serve the patients better. It began rethink how to enhance patient services via the exploitation of technology.
The decision was to implement the Clinical Digital Dashboard (CDD) and the Clinical Connection Suite (CCS).
Although they were pressured from the Health Minister challenge to form a health care center that provides continuous focus on patients, But the main objectives of implementing these system were to include all patient's issues in one database to improve the hospital operation and delivering a seamless, safe, and patient centric health care...
GFS Crane from GreenField Software provides a complete range of DCIM capabilities: data center modeling, facilities and IT infrastructure monitoring, provisioning, capacity planning, asset management, energy efficiency and sustainability reporting.
GFS Crane is an ERP for Data Centers, allocating and optimizing key resources – power, space, cooling and networks.
The software from India-based GreenField Software helps data centers control capital costs, reduce operating expenses, and mitigate the risks of data center failures.
Green IT should be a big part of any enterprise sustainability strategy with a strong focus on reducing energy usage.
Business leaders look for ways to reduce costs by minimizing energy usage, carbon emissions and waste. Technology can play a big part in providing the solutions.
IT Projects are typically complex undertakings where requirements, and their gathering from often multiple stakeholders, can often be difficult. The practice of Quality Management during the course of IT Projects should, in theory, lead to better governance and overall outcomes. This paper explores four individual IT Projects and details the methods of qualification gathering, stakeholder engagement and overall Quality Management employed. Following this is a review of the common themes found in each project and a discussion on their application from a Quality Management perspective.
The content:
The Challenge Today IN Oil & Gas Industry.
Supply Chain link in the oil and gas industry
Oil & Gas business process issues.
Factors that erodes customer and shareholder value
The suggested solutions
Conclusion
References
A prototype of adopting the Internet Of Things (IoT) in Dairy Farms.
This prototype was prepared to practicing in PROTOTYPE CHALLENGE of course " TOUCH IOT WITH SAP LEONARDO"
The Idea and prototype prepared by:
Monzer Osama
IoT@MonzerOsama.com
05/07/2017
The overview about some challenges in construction industry.
How to Improve project outcomes using Microsoft Project Online
How to enable team involvement and Boost collaboration.
How to make smarter decisions using the Business intelligent tools.
The main goal of this presentation is to study three large information systems projects that failed over the last five years and identify the reasons of failure and derive the challenges and recommendations for IS strategists.
The main goal of this presentation is to delivering recommendations on Infosys’s IS strategy,
Considering the Design Thinking as a Strategy for Innovation within Infosys.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Search and Society: Reimagining Information Access for Radical FuturesBhaskar Mitra
The field of Information retrieval (IR) is currently undergoing a transformative shift, at least partly due to the emerging applications of generative AI to information access. In this talk, we will deliberate on the sociotechnical implications of generative AI for information access. We will argue that there is both a critical necessity and an exciting opportunity for the IR community to re-center our research agendas on societal needs while dismantling the artificial separation between the work on fairness, accountability, transparency, and ethics in IR and the rest of IR research. Instead of adopting a reactionary strategy of trying to mitigate potential social harms from emerging technologies, the community should aim to proactively set the research agenda for the kinds of systems we should build inspired by diverse explicitly stated sociotechnical imaginaries. The sociotechnical imaginaries that underpin the design and development of information access technologies needs to be explicitly articulated, and we need to develop theories of change in context of these diverse perspectives. Our guiding future imaginaries must be informed by other academic fields, such as democratic theory and critical theory, and should be co-developed with social science scholars, legal scholars, civil rights and social justice activists, and artists, among others.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
1. Proactive steps to ensure the success of
the next ERP project.
L'OREAL ERP Project
By: Monzer ALchikh Warak
Under supervision of: Dr.Mamta Bhandar
Jan 2013
2. 1. The Goal
2. Facts related to ERP projects
3. Analysis of Avon’s Project failure.
4. The recommendations
5. References
The content
3. The main goal of this presentation is to provide a learned
lessons and project recommendations
by assessing the failure
of Avon order management
system project from an IT project
management perspective
1.The Goal
4. Enterprise Resource Planning software's attempts to integrate all departments and
functions across a company onto a single computer system that can serve all those
different departments’ particular needs.
There are five major reasons why companies
undertake ERP:
1. Integrate financial information
2. Integrate customer order information
3. Reduce inventory
4. Standardize HR information
5. Standardize & speed up manufacturing
processes
2. Facts related to ERP projects
5. The ERP implementation costs and durations are increasingly hard to predict. Based on
Panorama ERP Report2013, companies implementing in an average of 18.5 months
compared to an expected duration of 14.7 months. Across all industries, expected
durations average 19.3 months while actual durations average 19.1 months.
There are hidden cost, some organization miss to consider it!
Example of some hidden costs:
◦ Training cost
◦ Integration and testing cost
◦ Customization cost
◦ Data conversion cost
◦ Consultants fees
◦ Process re-engineering cost
◦ Support and enhancement fees
2. Facts related to ERP projects
6. The complicated of ERP Projects
According to analyst firm Gartner,
Over 50 % of projects experienced cost overruns
Over 60 % experienced schedule overruns
Fully 60 % of respondents received under half of the expected benefit from their
ERP implementation
YEAR COST
% OF COST
OVERRUNS
DURATION
% OF
DURATION
OVERRUNS
% RECEIVING 50%
OR LESS BENEFITS
2013 $7.1MM 54% 16.3 months 72% 66%
2012 $7.1MM 53% 17.8 months 61% 60%
2011 $10.5MM 56% 16 months 54% 48%
2010 $5.5MM 74% 14.3 months 61% 48%
2. Facts related to ERP projects
Data Summary by Year
8. Top Reasons for ERP Failures
Lack of purpose for implementing ERP
Lack of collecting requirements
Fail in stakeholder management
Lack of executive and management buy-in
Not choosing software that is aligned with the
business and key requirements
Misalignment between software configuration
and business processes/workflows
Lack of effective Organizational Change Management and training
Weak internal and external project management
Underdeveloped business case to manage business benefits
2. Facts related to ERP projects
9. Avon faced a failure before when its Brazilian operations suffered under an Oracle
system, then decided to switch
the software into SAP, thinking that the problem
from the software!
Although its important to obtain the right software
but Its not always the reason of failure!
It Seems that the failure here was more a result of poor
management decisions and project management on
the side of Avon
Next slides clarify the Reasons behind Avon’s Project failure...
3. Analysis of Avon’s Project failure
10. Reasons behind Avon’s Project failure:
1. Lack of collected requirements
That’s clear from the gap between the users expectations and final products!, the
users expected an easy
to use solution that could work on their
tablet devices.
2. Poor of knowledge of software selection
Its not clear whereas if there was a clear methodology used by the Avon decision
maker in vendor selection process!
Oracle selected then Avon switched to SAP without clear studying of the real
reasons of Oracle failed implementation .
3. Analysis of Avon’s Project failure
11. Reasons behind Avon’s Project failure:
3. Lack of end users training
In additional of old aged users, it seem that people are less patient with
technology!
Users found that the system delay their process and
became more complicated, it maybe not!
But its clear that users didn’t trained well on
the “to-Be“ processes or on the software itself
or maybe on both! Which is very critical.
For that the SAP reported that the end users refuse to use the product as “working as
designed”
3. Analysis of Avon’s Project failure
12. Reasons behind Avon’s Project failure:
4. Lack in stockholders analysis
it’s a nature reason if we know the requirements didn’t collected well! The
expectation of stakeholders
wouldn't be clear, thus it wouldn’t met.
5. Weak change management
Reports talked about The technical project
itself was very well structured and you would expect that cultural change is
necessary for it to work, but for a project of that magnitude need a sponsor right
at the top.
So even if there is resistance to change, things get done with support from above,
which was maybe Absent.
3. Analysis of Avon’s Project failure
13. Reasons behind Avon’s Project failure:
6. Project’s Risk didn’t monitored well
Although it’s a good action to testing the product in a smaller market before
going global, but it was very late action to take (after 3 years)! Project Manager
should not wait until one of senior sales executive lost 1/3 of her total sales team,
he/ she must take a preventive actions to mitigate this risk!
Based on the data provided the Payback period calculated by the following:
So, the project manager could recognize the problems from the first year especially
when he calculate the net present value NPV!
3. Analysis of Avon’s Project failure
14. Reasons behind Avon’s Project failure:
8. No learned lessons documented
If there would be a documents that contained the
learned lesson from the 1st failed project, that
would clear the real reasons of failure,
so it would not repeated.
9. Quality flaws
This is a normal and Expected problem because the root (Project Requirements )
were lack!
3. Analysis of Avon’s Project failure
15. Reasons behind Avon’s Project failure:
8. Lack in communication
Lack in communication make the team members don’t know what is expected of
them, as well as Differences in expectations, also No one knows what the status of
the project is. One of Avon’s senior sales managers wrote: “I think Avon’s biggest
failure is not IT, it is its inadequate communication with its independent
representatives.”
3. Analysis of Avon’s Project failure
16. From the result of surveys and statistics that presented in the first slides; Its clear that
the ERP Projects is critical and dangerous.
Based on the lessons learned from the Avon Failure and based on the best
practice methodologies of implementing
ERP Projects the recommendations* for LOREAL
are in the next slides.. It divided to be**:
Recommendations Before Implementation
Recommendations During Implementation
* Please note that the following recommendations are applied on whatever ERP software obtained (SAP, Microsoft, Oracle ..etc.)
** Some of recommendation should apply before and during implementation project
4. The recommendations
17. Perform the objective of obtaining the ERP solution
Its important to write the vision, goals and the critical success factors of this project.
Write them in Project Charter document in additional to the key elements of a project
such as project scope, budget, deliverables, milestones and risks..
Make sure from the readiness of Business Processes and Business Policies
documentation
Such this documents give the vendor a clear idea about how your business work, so its
easy to match with software processes.
Analyze the organization situation
Hold a brainstorming sessions with all employees levels to list all problems that faced
by LOREAL; enclose all problems that’s faced with employees vendors & customers.
4. The recommendations
RecommendationsBeforeImplementation
18. Involve All stakeholder in earlier stage
A key critical success factor in IS projects is the involvement of users, whose input is
especially critical in the early stages of the project where system requirements are
identified. Their needs should be taken into account before moving forward with new
technologies that will greatly impact their workflow.. Employee involvement reduced
the resistance of use the system.
Issue a Request For Proposal document (RFP)
This document is a key, It contains the details of user requirements.
The vendors' answers on this document will help LOREAL to
decide with the best software.
Calculate a Payback period and Cost Benefits analysis to take a right decision
To identify the accurate measurement of benefits and costs in monetary terms, and
calculating the payback period
4. The recommendations
RecommendationsBeforeImplementation
19. Perform ROI
One of the most misleading legacies of traditional software project management is
that the company expects to gain value from the application as soon as it is installed,
while the project team expects a break and maybe a pat on the back. Neither
expectation applies to ERP.
Create a strong communication plan
Good communication is a major factor in successful
project management, ITs a central to the success of IS projects.
Manage scope
Avoid the temptation to implement every possible module and every available
feature all at once. Focus on the most critical components, allow the organization to
absorb a reasonable level of change and discover the value of the new system and
processes. Do the most necessary things first and do them well to build confidence,
credibility and acceptance.
4. The recommendations
RecommendationsBeforeImplementation
20. Put a strong governance structure in place with top management
who will be engaged in the project
This involvement sends a strong message that the entire enterprise is
behind the effort and helps ensure the necessary resources are devoted
and buy-in are achieved.
A strong and engaged steering committee ensures key decisions are
made and issues can be escalated and resolved quickly. The failure to
have this structure in place is one of the major reasons projects go over
budget.
Enforce the minimization of system customization. Top leadership plays
a key role in adopting “best practice” work processes rather than simply
mechanizing existing work processes.
4. The recommendations
RecommendationsDuringImplementation
21. LOREAL should Adopt a collaborative model to involve a number of 3rd party
consultants that rely on the technology – and those charged with providing the
technology to create The Information Technology
Executive Steering Committee (ITESC)
to set a consistent enterprise-wide IT
strategy to ensure the business needs
of the departments drive technology
decisions.
The ITESC reviews major IT issues and
decisions based upon what will make
the departments most effective.
Project Manager must having a high power and support from the high
management
4. The recommendations
RecommendationsDuringImplementation
22. Focus on change management
One of the greatest challenges in any significant IT project is change management. Hardware and software
are the simple parts of the project. Implementing standardized best practice work processes often requires
a culture change - the time and effort required to accomplish such a change should not be
underestimated.
The steering committee must be in place to ensure the leadership of the departments is aware of the
project, timeline and potential impacts.
Focus on training
Not only on Software, but on business processes itself after it could be reengineered (Very Critical)
Manage Risk carefully
The natural of ERP Projects has a high degree of risks! A small misunderstood in one of project’s
requirement would cause an error, that error will inherits and effect the whole project, Thus it is necessary
to provide the customer with prototype before go to the next steps, Thus spiral method project
management Is preferred because it is tracking the risks along the project life cycle; it uses the iterative
prototyping as a means of managing project risk.
4. The recommendations
RecommendationsDuringImplementation
23. Study the possibility of adopting a SaaS model to reduce the cost risk
The trend today is Cloud computing, it would be a good idea to eliminate the license and
hardware fees by get a cloud computing, at least until to make sure from the stability of the
system.
Divide the project into phases and deliverables
That To be able to
track and Measure
the work
4. The recommendations
RecommendationsDuringImplementation
24. Avoid long delays between major implementations
There are two basic deployment approaches illustrate in below figure
Either approach will work, but long delays between the next set of modules or the next
group of agencies will drive costs up, delay savings and make change management
much more difficult.
4. The recommendations
RecommendationsDuringImplementation
25. 1. Online Article: “Avon's Failed SAP Implementation A Perfect Example Of The Enterprise IT Revolution”, By: Ben Kepes, Forbes 12/17/2013
http://www.forbes.com/sites/benkepes/2013/12/17/avons-failed-sap-implementation-a-perfect-example-of-enterprise-it-revolution, Accessed in 27/04/2014
2. Online Article: “Avon to SAP: We can’t put enough lipstick on this pig! – A failure in program risk management”, By: John Belden, Upper edge Blog, Dec 13, 2013, URL:
http://www.upperedge.com/2013/12/avon-to-sap-we-cant-put-enough-lipstick-on-this-pig-a-failure-in-program-risk-management, Accessed in 27/04/2014
3. Online Article: “ERP Definition and Solutions”, By Thomas Wailgum, CIO magazine, URL: http://www.cio.com/article/40323/ERP_Definition_and_Solutions, Accessed in 27/04/2014
4. Online article: “What Our Research Reveals About Manufacturing ERP Implementations” By: Eric Kimberling, Panorama Consulting Solutions, January 22, 2014, URL:
http://panorama-consulting.com/what-our-research-reveals-about-manufacturing-erp-implementations, Accessed in 27/04/2014
5. Online Article: “Inside Avon's Failed Order-Management Project”, By:Doug Henschen, InformationWeek , 12/16/2013, URL: http://www.informationweek.com/software/information-
management/inside-avons-failed-order-management-project/d/d-id/1113100, Accessed in 27/04/2014
6. Webinar: ”Managing Organizational Change on Your ERP Project", By: Eric Kimberling, Panorama consulting Group, November 2010
7. Whitepaper: “Enterprise Resource Planning (ERP)”, By: SCOTT WALKER and others, WISCONSIN IS OPEN FOR BUSINESS, July 1, 2013
8. Report: “2013 ERP REPORT”, A Panorama Consulting Solutions Research Report, URL:http://Panorama-Consulting.com/resource-center/2013-erp-report, accessed in: in
27/04/2014
5. References
14. Segment 2: Information Systems Project Organization, Project Communication
15. Segment 3: Project Adoption and Initiation, Project Evaluation Methods
16. Segment 3: Project Adoption and Initiation, Project Charter
17. Segment 3: Project Adoption and Initiation, Requirements Analysis and Management
18. Segment 4: Project Planning, The Spiral Model
19. Segment 6: Project Control and Closure, Risk Management.
20. Segment 6: Project Control and Closure, Earned Value
21. Segment 6: Project Control and Closure, Project Closure
22. Segment 7: Managing Inter-related Projects, Integrated Governance
9. Segment 2: Information Systems Project Organization,” Information Systems Projects:
Success and Failure”
10. Segment 2: Information Systems Project Organization, ”Project Stakeholders and
Sponsors”
11. Requirements traceability captures the relationship between identifiable business
needs to individual requirements, and then to the actual specification
12. Segment 2: Information Systems Project Organization, Information Systems Project Life
Cycle
13. Segment 2: Information Systems Project Organization, Information Systems Projects:
Critical Success
References from IS Project Management course material:
Editor's Notes
Most of the systems don’t reveal their value until after companies have had them running for some time and can concentrate on making improvements in the business processes that are affected by the system. And the project team is not going to be rewarded until their efforts pay off.