This document provides guidance on using a risk assessment toolkit to evaluate risks associated with an ERP implementation project. It describes two approaches to conducting risk assessments - Approach A uses a numeric scale of 1-100 to report risk scores, while Approach B uses a scale of -100 to +100. It then provides details on using Approach A, including developing standardized or customized question sets in three categories: credibility, organizational impact, and individual impact. Response scales, calculating risk scores, and identifying highest/lowest ranked questions are also outlined. The summary identifies the key steps and outputs of the risk assessment process.
An ERP implementation project involves many complex phases and challenges to manage. The key phases include planning, gap analysis, configuration, testing, training, and post-implementation support. Some of the top challenges include the large project size, staffing issues, risk management, and organizational politics. Successful ERP implementations require strong executive support, focused project management, thorough testing and training, and change management to address resistance to the new system.
Assessment of cmm and its impact on software qualityIAEME Publication
The document discusses the Capability Maturity Model (CMM) and its impact on software quality. CMM provides guidance for software organizations to gain control of their processes and evolve toward excellence. It consists of 5 maturity levels, with each level comprised of key process areas that must be addressed to improve process capability. Achieving a higher maturity level indicates the organization is better able to manage projects and deliver high quality software. The document outlines the structure of CMM and describes the key process areas that define each maturity level. Overall CMM aims to help organizations implement disciplined, measured software development processes to continuously improve quality.
Five benefits of agile practices in software intensive systems developmentIBM Rational software
This document discusses five benefits of adopting agile practices for software development teams, including those developing software-intensive systems. It states that agile practices can (1) reduce process overhead while still allowing teams to demonstrate compliance with industry standards, (2) improve predictability through iterative planning and risk management, (3) increase productivity through whole-team collaboration and regular delivery of working software, and (4) enhance quality by limiting technical debt and incorporating early stakeholder feedback. The document argues that with the right tools, agile methods can deliver successful solutions for both traditional IT software teams and those developing software-intensive systems.
CMMI - High Maturity Misconceptions and PitfallsRajesh Naik
This document discusses high maturity process implementation and common pitfalls. It begins by outlining the agenda, which includes process performance models, sub-process control, managing process improvements, and typical misconceptions and pitfalls. It then discusses how process performance models are complex because reality is complex, and outlines simplifications commonly made. It also notes that outcomes of complex processes are difficult to intuitively predict. The document concludes by identifying common issues seen in implementing high maturity practices and what should be seen in future high maturity implementations to address these issues.
This document provides sample questions and answers that are important from the perspective of the ISTQB Advanced Level certification examination. It includes 75 multiple choice questions covering topics like the types of information that should be collected for problem tracking and test activity tracking as part of a V&V plan, an explanation of Shewart's Plan-Do-Check-Act paradigm, the uses of the CMM, SPA and SCE methods for applying CMM, the key process areas and practices in CMM, and what a maturity questionnaire is in CMM. The document encourages reviewing these questions and answers to brush up on knowledge prior to taking the certification exam.
The document discusses risk management frameworks and processes. It provides:
1) An overview of risk management, including highlighting risks at the project, program, and portfolio levels.
2) A risk management framework involving establishing context, risk identification, analysis, evaluation, and treatment.
3) Details of risk governance, including risk management plans, risk registers, governance documents, and ongoing and discrete risk activities.
This presentation discusses analyzing risks for capital budgeting projects. It identifies different sources of risk including project-specific, competitive, industry, market and international risks. It recommends using sensitivity analysis and scenario analysis to evaluate how outcomes may change with variations in variables. Break even analysis is suggested to determine the minimum production and sales needed for a project not to lose money. Both accounting and financial break even analysis are described. Methods to incorporate risk into capital budgeting are then outlined, such as conservatively estimating revenues, including safety margins in costs, and using flexible investment criteria based on a project's perceived riskiness.
An ERP implementation project involves many complex phases and challenges to manage. The key phases include planning, gap analysis, configuration, testing, training, and post-implementation support. Some of the top challenges include the large project size, staffing issues, risk management, and organizational politics. Successful ERP implementations require strong executive support, focused project management, thorough testing and training, and change management to address resistance to the new system.
Assessment of cmm and its impact on software qualityIAEME Publication
The document discusses the Capability Maturity Model (CMM) and its impact on software quality. CMM provides guidance for software organizations to gain control of their processes and evolve toward excellence. It consists of 5 maturity levels, with each level comprised of key process areas that must be addressed to improve process capability. Achieving a higher maturity level indicates the organization is better able to manage projects and deliver high quality software. The document outlines the structure of CMM and describes the key process areas that define each maturity level. Overall CMM aims to help organizations implement disciplined, measured software development processes to continuously improve quality.
Five benefits of agile practices in software intensive systems developmentIBM Rational software
This document discusses five benefits of adopting agile practices for software development teams, including those developing software-intensive systems. It states that agile practices can (1) reduce process overhead while still allowing teams to demonstrate compliance with industry standards, (2) improve predictability through iterative planning and risk management, (3) increase productivity through whole-team collaboration and regular delivery of working software, and (4) enhance quality by limiting technical debt and incorporating early stakeholder feedback. The document argues that with the right tools, agile methods can deliver successful solutions for both traditional IT software teams and those developing software-intensive systems.
CMMI - High Maturity Misconceptions and PitfallsRajesh Naik
This document discusses high maturity process implementation and common pitfalls. It begins by outlining the agenda, which includes process performance models, sub-process control, managing process improvements, and typical misconceptions and pitfalls. It then discusses how process performance models are complex because reality is complex, and outlines simplifications commonly made. It also notes that outcomes of complex processes are difficult to intuitively predict. The document concludes by identifying common issues seen in implementing high maturity practices and what should be seen in future high maturity implementations to address these issues.
This document provides sample questions and answers that are important from the perspective of the ISTQB Advanced Level certification examination. It includes 75 multiple choice questions covering topics like the types of information that should be collected for problem tracking and test activity tracking as part of a V&V plan, an explanation of Shewart's Plan-Do-Check-Act paradigm, the uses of the CMM, SPA and SCE methods for applying CMM, the key process areas and practices in CMM, and what a maturity questionnaire is in CMM. The document encourages reviewing these questions and answers to brush up on knowledge prior to taking the certification exam.
The document discusses risk management frameworks and processes. It provides:
1) An overview of risk management, including highlighting risks at the project, program, and portfolio levels.
2) A risk management framework involving establishing context, risk identification, analysis, evaluation, and treatment.
3) Details of risk governance, including risk management plans, risk registers, governance documents, and ongoing and discrete risk activities.
This presentation discusses analyzing risks for capital budgeting projects. It identifies different sources of risk including project-specific, competitive, industry, market and international risks. It recommends using sensitivity analysis and scenario analysis to evaluate how outcomes may change with variations in variables. Break even analysis is suggested to determine the minimum production and sales needed for a project not to lose money. Both accounting and financial break even analysis are described. Methods to incorporate risk into capital budgeting are then outlined, such as conservatively estimating revenues, including safety margins in costs, and using flexible investment criteria based on a project's perceived riskiness.
Ringkasan dokumen tersebut adalah:
1. Dokumen tersebut merupakan laporan kuartal pertama tahun 2015 mengenai strategi trading CFD dengan metode "One Click Trading".
2. Metode ini melibatkan pembelian CFD saham Amerika Serikat secara tunggal setiap bulan, yakni 1-2 minggu sebelum pembagian dividen.
3. Laporan menunjukkan hasil keuntungan rata-rata di atas 10% untuk setiap transaksi bulanan pada k
Suatu program pemantauan lingkungan meliputi pemantauan berbagai aspek lingkungan seperti air, lahan, biologi, udara, kebisingan, dan limbah untuk mengetahui perubahan lingkungan dan menganalisis penyebabnya serta mengukur dampak aktual kegiatan. Hasil pemantauan dievaluasi berkala untuk mengubah praktik perlindungan lingkungan apabila diperlukan.
The document discusses risk analysis techniques for assessing quality in testing and implementation. It outlines various testing methods including component testing, integration testing, system and acceptance testing, and failure mode and effect analysis. It also discusses the tradeoffs between features, schedule, budget, and quality when planning testing. Resources and budgets must be allocated for test schedule planning, execution, development, staffing, tools, and facilities.
2007 227 Jukran Kebijakan Manajemen Resiko dalam Gerakan Pramukaastozone
Dokumen tersebut merupakan Keputusan Kwartir Nasional Gerakan Pramuka tentang Petunjuk Penyelenggaraan Kebijakan Manajemen Risiko dalam Gerakan Pramuka yang mengatur tentang pengertian, kebijakan, dan tanggung jawab manajemen risiko dalam Gerakan Pramuka."
Integrasi ISO 31000 dan ISO 9001 - CRMS Indonesia CRMS Indonesia
Sulitnya mengintegrasikan Manajemen Risiko ke proses atau fungsi bisnis kadang kala menjadi suatu hambatan bagi organisasi yang ingin mengelola risiko-risikonya secara holistik.
Untuk membantu Anda, CRMS Indonesia mengeluarkan seri infografis yang menggambarkan langkah-langkah dalam mengintegrasikan sistem Manajemen Risiko berdasarkan ISO 31000 dengan sistem Manajemen Kendali Mutu berdasarkan ISO 9001.
Apakah Anda telah mengintegrasikan kedua sistem tersebut di organisasi Anda?
Program audit lingkungan ISO 14001 dilaksanakan secara terencana untuk menilai kesesuaian dan efektivitas penerapan sistem manajemen lingkungan perusahaan. Audit internal mencakup penilaian kebijakan, prosedur, dan kinerja lingkungan perusahaan berdasarkan standar ISO 14001 dan hasil audit sebelumnya. Hasil audit dilaporkan ke manajemen untuk ditindaklanjuti perbaikan sistem jika ditemukan ketidaksesuaian.
This document outlines elements of a health, safety, and environment (HS&E) and process safety management system. It includes 17 elements that cover topics such as leadership commitment, compliance with legislation, employee competency, hazard identification, documentation, operating procedures, management of change, and project management. Each element lists requirements and expectations for an effective HS&E and process safety system. The document provides a framework for organizations to establish and maintain robust HS&E and process safety protections.
Learning from experience involves monitoring, and acting on,
internal and external sources of information. Despite a company’s best efforts, operations do not always proceed as planned, so organizations must be ready to turn their mistakes – and those of others – into opportunities to improve process safety efforts.
Nicoll Curtin Technology obtained ISO 9001 and ISO 14001 certification to ensure their processes and quality management systems could support their planned business growth. Implementing the standards helped them develop more organized, process-driven approaches. The certification process with BAB went smoothly and their assessor provided invaluable support. Since achieving certification, Nicoll Curtin has seen improvements in efficiency, supplier processes, and organizational structure that has better equipped them for growth. Their clients also place high value on the certifications.
Dokumen tersebut membahas tentang audit produksi dan operasi perusahaan. Audit ini bertujuan untuk menilai kesesuaian proses produksi dan operasi dengan standar yang ditetapkan, serta mengidentifikasi bagian yang perlu perbaikan. Ruang lingkup audit mencakup rencana produksi, produktivitas, dan pengendalian proses. Audit diharapkan dapat memberikan gambaran tentang kepatuhan dan kemampuan fungsi produksi, serta area permasalahan yang dihadapi.
Audit sistem kepastian kualitas (bab 8), Audit Kinerja ManajemenYunita Tri Andra Yani
[Ringkasan]
Audit sistem kepastian kualitas adalah proses sistematis untuk menilai kemampuan suatu organisasi dalam memenuhi standar kualitas yang ditetapkan. Audit bertujuan untuk mengidentifikasi kekuatan dan kelemahan sistem manajemen kualitas serta memberikan rekomendasi perbaikan. Proses audit terdiri atas perencanaan, pelaksanaan, studi hasil, dan tindakan perbaikan.
The document outlines the key phases of an ERP implementation lifecycle. It begins with pre-evaluation screening to identify suitable software packages. Next is a package evaluation phase where selection criteria are used to evaluate packages. Project planning then designs the implementation process. Gap analysis identifies where the software fits or has gaps compared to business needs. Reengineering and configuration address organizational changes. Later phases include implementation, testing, going live, training, and post-implementation support.
Manufacturing Modules in ERP ensures that machinery, workforce, and material components are available to yield the desired finished products as scheduled. Contact Autus Cyber-Tech to manufacture ERP.
Ringkasan dokumen tersebut adalah:
1. Dokumen tersebut merupakan laporan kuartal pertama tahun 2015 mengenai strategi trading CFD dengan metode "One Click Trading".
2. Metode ini melibatkan pembelian CFD saham Amerika Serikat secara tunggal setiap bulan, yakni 1-2 minggu sebelum pembagian dividen.
3. Laporan menunjukkan hasil keuntungan rata-rata di atas 10% untuk setiap transaksi bulanan pada k
Suatu program pemantauan lingkungan meliputi pemantauan berbagai aspek lingkungan seperti air, lahan, biologi, udara, kebisingan, dan limbah untuk mengetahui perubahan lingkungan dan menganalisis penyebabnya serta mengukur dampak aktual kegiatan. Hasil pemantauan dievaluasi berkala untuk mengubah praktik perlindungan lingkungan apabila diperlukan.
The document discusses risk analysis techniques for assessing quality in testing and implementation. It outlines various testing methods including component testing, integration testing, system and acceptance testing, and failure mode and effect analysis. It also discusses the tradeoffs between features, schedule, budget, and quality when planning testing. Resources and budgets must be allocated for test schedule planning, execution, development, staffing, tools, and facilities.
2007 227 Jukran Kebijakan Manajemen Resiko dalam Gerakan Pramukaastozone
Dokumen tersebut merupakan Keputusan Kwartir Nasional Gerakan Pramuka tentang Petunjuk Penyelenggaraan Kebijakan Manajemen Risiko dalam Gerakan Pramuka yang mengatur tentang pengertian, kebijakan, dan tanggung jawab manajemen risiko dalam Gerakan Pramuka."
Integrasi ISO 31000 dan ISO 9001 - CRMS Indonesia CRMS Indonesia
Sulitnya mengintegrasikan Manajemen Risiko ke proses atau fungsi bisnis kadang kala menjadi suatu hambatan bagi organisasi yang ingin mengelola risiko-risikonya secara holistik.
Untuk membantu Anda, CRMS Indonesia mengeluarkan seri infografis yang menggambarkan langkah-langkah dalam mengintegrasikan sistem Manajemen Risiko berdasarkan ISO 31000 dengan sistem Manajemen Kendali Mutu berdasarkan ISO 9001.
Apakah Anda telah mengintegrasikan kedua sistem tersebut di organisasi Anda?
Program audit lingkungan ISO 14001 dilaksanakan secara terencana untuk menilai kesesuaian dan efektivitas penerapan sistem manajemen lingkungan perusahaan. Audit internal mencakup penilaian kebijakan, prosedur, dan kinerja lingkungan perusahaan berdasarkan standar ISO 14001 dan hasil audit sebelumnya. Hasil audit dilaporkan ke manajemen untuk ditindaklanjuti perbaikan sistem jika ditemukan ketidaksesuaian.
This document outlines elements of a health, safety, and environment (HS&E) and process safety management system. It includes 17 elements that cover topics such as leadership commitment, compliance with legislation, employee competency, hazard identification, documentation, operating procedures, management of change, and project management. Each element lists requirements and expectations for an effective HS&E and process safety system. The document provides a framework for organizations to establish and maintain robust HS&E and process safety protections.
Learning from experience involves monitoring, and acting on,
internal and external sources of information. Despite a company’s best efforts, operations do not always proceed as planned, so organizations must be ready to turn their mistakes – and those of others – into opportunities to improve process safety efforts.
Nicoll Curtin Technology obtained ISO 9001 and ISO 14001 certification to ensure their processes and quality management systems could support their planned business growth. Implementing the standards helped them develop more organized, process-driven approaches. The certification process with BAB went smoothly and their assessor provided invaluable support. Since achieving certification, Nicoll Curtin has seen improvements in efficiency, supplier processes, and organizational structure that has better equipped them for growth. Their clients also place high value on the certifications.
Dokumen tersebut membahas tentang audit produksi dan operasi perusahaan. Audit ini bertujuan untuk menilai kesesuaian proses produksi dan operasi dengan standar yang ditetapkan, serta mengidentifikasi bagian yang perlu perbaikan. Ruang lingkup audit mencakup rencana produksi, produktivitas, dan pengendalian proses. Audit diharapkan dapat memberikan gambaran tentang kepatuhan dan kemampuan fungsi produksi, serta area permasalahan yang dihadapi.
Audit sistem kepastian kualitas (bab 8), Audit Kinerja ManajemenYunita Tri Andra Yani
[Ringkasan]
Audit sistem kepastian kualitas adalah proses sistematis untuk menilai kemampuan suatu organisasi dalam memenuhi standar kualitas yang ditetapkan. Audit bertujuan untuk mengidentifikasi kekuatan dan kelemahan sistem manajemen kualitas serta memberikan rekomendasi perbaikan. Proses audit terdiri atas perencanaan, pelaksanaan, studi hasil, dan tindakan perbaikan.
The document outlines the key phases of an ERP implementation lifecycle. It begins with pre-evaluation screening to identify suitable software packages. Next is a package evaluation phase where selection criteria are used to evaluate packages. Project planning then designs the implementation process. Gap analysis identifies where the software fits or has gaps compared to business needs. Reengineering and configuration address organizational changes. Later phases include implementation, testing, going live, training, and post-implementation support.
Manufacturing Modules in ERP ensures that machinery, workforce, and material components are available to yield the desired finished products as scheduled. Contact Autus Cyber-Tech to manufacture ERP.
Phases of ERP Implementation Lifecycle By ControlERPCalvin Hewitt
Enterprise Resource Planning (ERP) is IT software that combine business activities across an enterprise. ERP implementation service is not a technical job, planning & communication is essential to implement ERP across the organization. For more details, Visit: http://www.controlerp.com/implementation
The document outlines the key phases of an SAP implementation lifecycle. It discusses 11 phases: 1) Pre-evaluation Screening 2) Package Evaluation 3) Project Planning 4) GAP analysis 5) Reengineering 6) Configuration 7) Implementation Team Training 8) Testing 9) Going Live 10) End-User Training 11) Post Implementation. It provides details on the activities and objectives of each implementation phase such as defining requirements, customizing the system, training users, testing, and go-live. The lifecycle model aims to ensure a smooth and successful SAP system rollout through careful planning and execution of each stage.
Planning is key to the success of any project. An effective plan must be realistic, detailed, and specific. It should account for all requirements and tasks. However, many ERP implementations fail due to a lack of proper planning and consultation with IT teams. Rushing the implementation or neglecting testing can cause problems long-term by failing to ensure the system meets business needs. Proper training of staff is also crucial to smooth adoption of the new system.
The document outlines the key phases of an ERP implementation lifecycle. It begins with pre-evaluation vendor selection where suitable ERP solutions are identified. Next is the ERP solution evaluation phase where selection criteria are developed and solutions are evaluated. The project planning phase then designs the implementation process by defining timelines, roles and responsibilities. Gap analysis identifies where the ERP solutions meet or do not meet business requirements. The configuration and testing phases involve setting up the system and working out any issues. User training and going live then transition the organization to the new ERP system. Post-implementation focuses on adoption and system updates.
The document summarizes Watts S. Humphrey's 1988 framework for characterizing software development processes into five levels of maturity. It describes the five levels - Initial, Repeatable, Defined, Managed, and Optimizing - and the key practices required to advance from one level to the next. The framework is intended to help organizations assess their current process capabilities and prioritize process improvement actions.
The document presents a maturity framework developed by the Software Engineering Institute (SEI) to help software organizations improve their development processes. The framework characterizes processes into five maturity levels (Initial, Repeatable, Defined, Managed, Optimizing) based on the degree of process definition, measurement, control, and optimization. Higher levels involve more rigorous project management, defined and measured processes, data-driven process analysis and improvement. The framework is intended to help organizations assess their current status and prioritize process improvement actions.
The document discusses common sins or reasons that ERP implementations fail to meet expectations, along with best practices to avoid them. It identifies four main sins: 1) Overlooking the purpose of the ERP system and not focusing on process improvements. 2) Lack of commitment from top management. 3) Poor ERP system selection that does not match the organization's needs. 4) Poor project management that shortcuts critical events. The best practices include focusing on process analysis and optimization, securing top management buy-in, thoroughly selecting the right ERP system and partner, and employing sound project management strategies with a cross-functional team.
The document outlines the typical phases of an ERP implementation lifecycle. It discusses pre-evaluation screening to select an appropriate ERP package, package evaluation, project planning, gap analysis between current and needed processes, reengineering current processes, system configuration, training the implementation team and end users, testing, going live with the new system, and post-implementation maintenance. Successful ERP implementation requires addressing all of these phases to ensure a smooth transition.
ERP (enterprise resource planning) software helps organizations manage business processes and facilitates information flow across various levels of the organization. Key ERP modules focus on specific business areas like inventory, distribution, accounting, and more. ERP systems can be deployed on-premises or in the cloud. Large legacy vendors like SAP, Oracle, and Microsoft Dynamics dominate the ERP market. Recovering from a failed ERP implementation requires identifying what caused the failure, assessing the short and long-term impacts, and deciding whether to salvage the existing system or start over, while learning from past mistakes.
The document discusses function point analysis (FPA), a method used to estimate the size of a software project based on its functionality. FPA was initially developed by Allan J. Albrecht in 1979 at IBM. It measures the functional size of a software application in terms of function points, which are used to estimate factors like project time and resources required. FPA is independent of programming languages and can be used for various types of software systems. The document also discusses software quality metrics, which focus on measuring the quality of products, processes, and projects. These include metrics like defect density, customer problems, and customer satisfaction.
This document discusses ERP implementation, including the different phases of implementation, approaches to implementation, and factors to consider in selecting an ERP package. It begins with an overview of ERP implementation as a project spanning from initial choice through configuration, training, and going live. It then covers various perspectives and phases of implementation, approaches like big bang and phased, and criteria for evaluating ERP packages prior to selection. The key phases of implementation discussed are project planning, gap analysis, reengineering, configuration, testing, training, and post-implementation support.
In Measurement Process Activities, the following list applies 1. .pdfanantakoli2000
In Measurement Process Activities, the following list applies:
1. Formulation – derivation of software measures and metrics appropriate for software
representation being considered 2. Collection – mechanism used to accumulate the date used to
derive the software metrics 3. Analysis – computation of metrics 4. Interpretation – evaluation of
metrics that results in gaining insight into quality of the work product
Of the above four items, list the order of focus,, highest to lower which items requires more
work than others, explain why you think this is so.
Solution
In the measurement process activities it involves four important steps there are
Formulation,Collection,Analysis,Interpretation this is the order of highest to lower in these steps
the formulation which is used to derive the software measures and meterics which are being
considered for representation of software. Collection is used to compile the data used to define
software meterics. Analysis is used estimate metrics. Interpretation is used to calculate of
meterics that result in gaining insight into quality of the output.
Of these four above steps interpretation is the most important step because it calculates
of meterics and quality of the output recommendations derived from interpretation of the metrics
is transmitted to the software development team..
This document outlines the key phases of an ERP implementation life cycle. It discusses the pre-evaluation screening phase where companies search for the best ERP solution. It also describes the important package evaluation and project planning phases. Key implementation phases discussed include gap analysis, reengineering, configuration, testing, training, and going live. The final post-implementation phase focuses on ongoing maintenance and upgrades once the initial implementation is complete. Effective end user training is also emphasized as critical to the long-term success of the ERP system.
SPI (software process improvement) aims to define an organization's software development process and improve it over time. Key aspects of SPI include assessing an organization's current process, identifying areas for improvement, and implementing changes. Several frameworks exist to guide SPI efforts, including maturity models that assess a process across different levels of definition and management. Successful SPI requires management commitment, staff involvement, and customizing activities to an organization's unique needs and goals.
Challenges of Implementing an ERP System in IndustryIRJET Journal
This document discusses challenges in implementing an ERP (Enterprise Resource Planning) system in industry. It identifies 9 major challenges based on a survey of organizations: 1) poor management effectiveness 2) poor quality business process reengineering 3) unsuitable ERP software for business needs 4) poor IT infrastructure 5) poor information flow 6) lack of team collaboration 7) poor testing practices 8) unclear expectations from senior management 9) user resistance to change. The document concludes that using data analytics can help address these challenges by identifying issues from collected organizational data to improve ERP implementation.
1) The document proposes a systematic approach for selecting an ERP package that divides the process into three phases: pre-selection, selection, and post-selection.
2) In the pre-selection phase, activities are performed to prepare for the selection process, like allocating staff to the selection team and developing a budget and schedule.
3) The selection phase evaluates ERP packages against criteria to choose the most suitable option.
4) The post-selection phase completes the evaluation and selection process.
Enterprise resource planning (ERP) software integrates different departments within a company to automate business processes. ERP provides a centralized database to enable information sharing across departments. Implementing ERP involves multiple phases including evaluating software packages, planning the project, identifying gaps between existing systems and ERP capabilities, reengineering business processes, configuring the ERP system, training staff, testing, and going live with the new system. ERP aims to improve integration, standardize processes, and reduce costs for organizations.
The document discusses software process improvement (SPI). It describes SPI as a set of activities that leads to an improved software process and higher quality software delivered in a timely manner. The SPI approach is iterative and consists of 5 steps: assessment, education/training, selection/justification, implementation, and evaluation/tuning. Frameworks like CMMI provide guidance for SPI by defining characteristics of an effective process and methods for assessing processes and planning improvements. The key is establishing consensus for SPI and defining an ongoing strategy for implementing changes across an organization.
1. I am using software that can also accommodate html 5, quizzes etc. in html the user can advance the slides etc. and access resource material. The nice thing is that you can export to Video to enable upload to for example YouTube.
2. Note the following:
2.1 The file is around 25 MB and it is 4 minutes to watch;
2.2 This is Beta, so no copyright restrictions. Repay me by subscribing and providing feedback.
Purpose:
This infographic provides a framework to facilitate the following with the consultant team. It is one of the first actions to ensure coordination and a common focus:
Understanding of the business context
Understanding the need/ opportunity
Understanding what was sold
Identify client pressure points, risks, and first level delivery expectations
Obtain a perspective of OCM needs/strategy
Obtain a perspective of resource requirements.
Change Presented ad A Project Roadmap: Infographic Templatedmdk12
This document outlines a roadmap for a change project. It provides a short overview of the need or opportunity, the desired end state or vision, and deliverables and benefits. The roadmap then outlines metrics to track progress, key milestones, and phases for the project including planning, roll out, and go live. It defines how success will be measured with data-driven indicators and identifies key roles of a sponsor, owner, and team to drive the project forward.
This document outlines a change project as an archetypal journey. It discusses where the organization is now, the desired future state, key stakeholders that will be encountered, challenges that may arise along the way, and those who will guide the journey such as key role players and organizational values. Main points of inflection for the journey are also identified. The purpose is to examine how the change will affect people and what benefits will be gained.
Infographic Template for Developing a Project Journeydmdk12
The document outlines the key steps and outputs for preparing, executing, and closing out a projectized roadmap, including establishing a charter and governance; scoping, sequencing, and scheduling work; change control and progress reporting; parallel runs and onboarding; and close out reports and accounting. Metrics would be collected and "data driven dials" used to track indicators at key stages of planning, roll out, and close out.
The Balanced Scorecard links key initiatives within an organization across four perspectives: People and innovation; Internal Processes and Systems; Customers and Stakeholders; and Finance. There should be causal links between these perspectives, with objectives in each perspective supporting the objectives in the next. The document outlines objectives and metrics for measuring performance in the People perspective, including defining talent populations, competency models, and leadership climate. It also provides examples of metrics for measuring objectives in the other perspectives.
The Project Steering Committee is responsible for governing the project, representing business interests, and integrating outputs at a strategic level. The committee protects the business case, assesses relevance, and makes go/no-go decisions. It ensures strategy alignment, monitors financial performance and delivery, and governs all scope-related changes. Committee members represent business, user, supplier, and project team interests and act as a high-level interface. They have executive decision-making authority and a strategic perspective on the industry and importance of change leadership. The committee monitors project metrics.
This document discusses risks and responses for an HR career in South Africa. It notes that political instability can lead to job losses and more militant workers. HR professionals need strong analysis and facilitation skills to accurately communicate reality and ensure social agreements between employers and employees. They also need strategic thinking to handle outsourcing and setting processes for strategic workforce issues. As technology is increasingly used to cut costs and risks, HR must develop change management, project management, leadership and business process expertise. Given South Africa's divided society, HR can help promote change and productivity by developing counseling, empathy and coaching skills to help employees deal with challenges. Most importantly, HR should become a talent expert in high demand, act ethically, and provide honest feedback to
This document provides a snapshot of several leadership theories from Great Man theory to Transformational leadership. It describes each theory, including Great Man which believed leaders were born with innate qualities, Trait theories which highlighted positive traits, Behavioral theories which observed leadership styles, Situational leadership which saw leadership as specific to a situation, Contingency theory which identified variables to predict effective styles, Transactional leadership which emphasized mutual benefits between leaders and followers, and Transformational leadership which focused on envisioning and implementing organizational change.
ROI on People Management Interventions - It is Possible!!dmdk12
This document provides guidance on conducting an analysis to understand the return on investment (ROI) of human capital interventions. It discusses steps to take the presenting problem and define the real business need. This includes gathering quantitative and qualitative data from various sources to understand how specific metrics are being negatively impacted. The data should then be consolidated and analyzed to provide perspective and inform decision making. Collecting the right data requires considering factors like time, costs, disruption and validity. The overall goal is to calculate costs associated with the presenting problem, such as replacement costs, in order to define the need and opportunity for an intervention.
The document discusses developing an appropriate HR scorecard by asking questions, setting objectives and metrics, and creating a story framework around people management. It provides examples of key strategic questions, generic objectives, and metrics across various perspectives like financials, stakeholders, internal business processes, and people and innovation. The metrics are explained and formulas or examples are given for calculating many of them.
Model for Merger Management - This is a work in progress!!dmdk12
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2. It examines target organization variables such as the degree of relatedness between the companies, their organizational architectures, performance differences, and previous acquisition experience.
3. Culture is discussed at different levels, from general to organizational to national culture, and how the integration process can manage or transform cultures during a merger.
The document discusses planning human capital interventions with a focus on return on investment (ROI). It recommends starting by analyzing the presenting problem and identifying which business metrics are negatively affected. Data should be collected from various sources before and after the intervention. When planning the intervention, objectives and measures should be set with the end in mind by working backwards from the desired results. Various techniques for isolating the effects of the intervention are discussed, such as using control groups, estimating impact, and comparing performance to a trend line. Proper planning helps link the intervention to measurable business results and build the case for ROI.
This document provides an introduction and framework for developing a coaching practice. It discusses the three pillars of coaching as direction and meaning, sustainable ecology, and disciplined implementation. It then unpacks these pillars and provides competencies and interventions a coach can use in the helping relationship. Specific interventions and tools discussed include gaining clarity through mindfulness exercises, developing vision through writing a eulogy and values alignment, and goal setting. It also discusses sustainable ecology through self-awareness, emotional and social intelligence exercises, and cultivating positive influence and outcomes expectations.
The document discusses the network diagram, which is a tool used in project planning and management. It graphically depicts the sequence and interdependencies of project activities. The network diagram is developed from the work breakdown structure and provides the basis for scheduling resources, enhancing communication, estimating duration, and highlighting critical activities. It involves identifying each activity, precedence relationships between activities, and performing forward and backward passes to determine early and late start/finish dates. The critical path is the longest path through the network with the least amount of slack.
The document outlines the typical project cycle which includes initiation, planning, implementation, and close-out phases. It stresses the importance of spending time in the initiation and planning phases to define requirements and scope, as well as estimating costs and timelines, in order to reduce problems that often arise during implementation. Failing to adequately plan upfront can result in costly changes if problems are discovered later.
This document outlines the key elements of a project including producing a final product or deliverable through tasks performed to solve a problem. Completing the tasks results in a hierarchy of deliverables that provide the final product, with the goal of solving the problem and providing benefits if successful.
The document discusses the role of top management in directing an organization and shaping its effectiveness. It outlines how a CEO's attributes and leadership style, along with the external environment and internal strengths/weaknesses, influence the organization's mission, goals, structure, culture, and strategies. The CEO works with the top management team to define the mission and select operational goals and collaborative strategies based on available resources and competing stakeholder values to achieve efficiency and goal attainment.
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This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
2. 1. Using the Risk Assessment Tool
The Risk Assessment Tool should be used to assess the implementation risks created by the
organization’s leadership, by the ERP implementation team, and by the organization itself. All members
of the Leadership Team and Project Team should participate in the Risk Assessment process. The
Organizational Risk Assessments should focus on three groups:
Priority Group 1 All people with jobs, responsibilities, and work environments that will change
significantly during the ERP System implementation.
Priority Group 2 All people with jobs, responsibilities, and work environments that will change
significantly after the ERP System implementation.
Priority Group 3 All people who are process and/or material dependent upon groups one and
two. For example, people who either receive or provide the material and/or
information inputs they need to complete their jobs from people in groups one
and two.
The change team should implement organizational risk assessments by organizational unit (i.e., work
teams, divisions, business units, or any other unit of organizational design). Group one should be
assessed first, group two second, and group three third. To determine sample sizes for populations
within organizational units, see the Risk Assessment Sample Size and Frequency Guidelines.
The change team must determine the most appropriate timing for risk assessments. Typically, Risk
Assessments are completed with the Leadership Team once, during the Business Blueprint phase. The
Project Team and the rest of the organization are assessed every three to four months throughout the
ERP System implementation. Ultimately, the pace of the risk assessments should reflect the underlying
pace of the ERP System implementation. And since the primary objective of the Risk Assessments is to
anticipate implementation risks, the Risk Assessment processes will ideally begin no later than during the
Business Blueprint phase of the ERP System implementation.
2
3. Sample Risk Assessment Schedule
Leadership Project Team Organizational
Risk Assessments Team Risk Risk Assessment Risk Assessment
Assessment
Measure One
Baseline measurement as √ √ √
Blueprinting begins.
Measure Two
At the completion of Project
Realization workplan.
√ √
Post Implementation Measure
3-6 Months after Go Live date. √
3
4. 2. The Risk Assessment Tool
The Risk Assessment Tool is used to measure the project’s implementation risks at each point in the ERP
System implementation.
There are two approaches that can be used to develop the ERP Risk Assessment Tool. Both approaches
measure the same thing—the degree of implementation risk implicit in the ERP System implementation
—but the approaches differ in how they report risk scores.
• Approach A, reports risk scores on a numeric scale that ranges from one to one-hundred. Low
scores indicate a high degree of implementation risk. High scores indicate that implementation risk
is being managed.
• Approach B, reports risk scores on a numeric scale that ranges from –100 to +100. Negative scores
indicate a high degree of implementation risk. Scores close to 0 indicate that the organization is
neutral, neither supporting nor necessarily withholding support from the ERP System
implementation. Positive scores indicate that implementation risk is being managed.
Note the key difference. Approach A uses a five-point scale that measures implementation risk as low,
medium, or high. Approach TB uses a seven-point scale that measures implementation risk as low,
neutral, or high. A higher degree of granularity is afforded using this seven-point scale, requiring a
higher degree of interpretation.
When choosing their approach, the change team should factor in their experience using and interpreting
organizational metrics and the organization’s interest in and ability to understand different measures.
Regardless of the approach chosen, the change team should choose one approach and adhere to that
risk measurement approach throughout the ERP System implementation.
4
5. 3. Approach A
Question Set Development
Using Approach A, the change team develops and uses a hundred point scale with which to measure and
report risk scores.
The change team can use a standard set of 18 questions that cover the essential sources of project risk to
implement Approach A or can prepare their own customized question set. The standard set of 18
questions assesses the perceived credibility, organizational risk, and individual risk implicit in the ERP
System initiative. The customized set should also assess the perceived credibility, organizational risk,
and individual risk implicit in the ERP System initiative, but can be tailored to better reflect the
organization’s unique features and culture.
Regardless of whether the team chooses to use the standard question set or to construct a customized
question set, a 5-point scale is used for each answer. In this 5-point answer scale, 1 is the most negative
response, indicating an attitude which undermines support for the ERP System implementation, while 5
is the most positive response, indicating an attitude which advances support for the implementation.
Risk Assessment Tool , Standard Questions
Component – Category Question Answer Scale
Credibility – Ability/Skills/Resources Not at All ……. Very Much
To what extent does this organization have the ability/skills/resources to
complete this ERP System implementation? 1----2----3----4----5
Credibility – Motivation Not at All ……. Very Much
To what extent does this organization have the motivation required to
complete this ERP System implementation? 1----2----3----4----5
Credibility – Sponsorship Not at All ……. Very Much
To what extent has there been visible executive sponsorship of this ERP
System implementation? 1----2----3----4----5
Credibility – Commitment Not at All ……. Very Much
To what extent is the ERP System implementation important to management?
1----2----3----4----5
5
6. Risk Assessment Tool, Standard Questions (continued)
Credibility – Rewards Not at All ……. Very Much
To what extent will people be rewarded for supporting the ERP System
implementation? 1----2----3----4----5
Credibility – Measurement Changes Will have Will not
to have have to
To what extent does this organization’s measurement systems need to change change
to accommodate the ERP System implementation? 1----2----3----4----5
Organizational – Customer Service Very Much ……. Not at All
To what extent will customer service be disrupted as a result of the ERP
System implementation? 1----2----3----4----5
Organizational – Process Change Not at All ……. Very Much
To what extent will work processes improve as a result of the ERP System
implementation? 1----2----3----4----5
Organizational – Competition Not at All ……. Very Much
To what extent will this ERP System implementation improve our competitive
position? 1----2----3----4----5
Organizational – Culture Not at All ……. Very Much
To what extent is this ERP System implementation consistent with the
organization’s culture? 1----2----3----4----5
Organizational – Compatibility Not at All ……. Very Much
To what extent is this ERP System implementation consistent with the
organization’s goals? 1----2----3----4----5
Organizational – Organizational Gain/Pain More Pain ……. More Gain
After completion, will the ERP System implementation deliver more pain or
more gain to the organization? 1----2----3----4----5
Individual – Roles/Responsibilities Very Much ……. Not at All
To what extent are you concerned that your job/responsibilities will change as
a result of the ERP System implementation? 1----2----3----4----5
Individual – Career Opportunities Not at All ……. Very Much
To what extent will the ERP System implementation increase career
opportunities for you and your co-workers? 1----2----3----4----5
6
7. Risk Assessment Tool, Standard Questions (continued)
Individual – Skill Changes Not at All Very Much
To what extent are you concerned that the skills needed to succeed will
change as a result of the ERP System implementation? 1----2----3----4----5
Individual – Training Not at All ……. Very Much
To what extent do you believe you will get the training you need as part of the
ERP System implementation? 1----2----3----4----5
Individual – Workload Not at All Very Much
To what extent are you concerned that your workload will significantly
increase as a result of the ERP System implementation? 1----2----3----4----5
Individual – Individual Gain/Pain More Pain ……. More Gain
After, completion, will this ERP System implementation deliver more pain or
more gain to you personally? 1----2----3----4----5
7
8. Risk Assessment Tool, Customized Questions
The Question Template lists the types of questions the change team is required to ask within the three
components—credibility, organizational impact, and personal impact—but does not dictate how the
team should ask those questions. In addition, the customized set allows the change team to add
questions at its discretion.
All scales should be ascending; that is, 1 is the most negative response, indicating an attitude which
undermines support for the ERP System implementation, while 5 is the most positive response,
indicating an attitude which advances support for the implementation.
8
10. REQUIRED INDIVIDUAL QUESTIONS:
Individual – Individual Gain/Pain Positive.........Negative
1----2----3----4----5
Individual – Roles/Responsibilities Positive.........Negative
1----2----3----4----5
Individual – Workload Positive.........Negative
1----2----3----4----5
Individual – Skill Changes Positive.........Negative
1----2----3----4----5
Individual – Training Positive.........Negative
1----2----3----4----5
Individual – Career Opportunities Positive.........Negative
1----2----3----4----5
The following optional questions can be added to the customized question set to further probe the extent to
which Credibility, Organizational Impact, or Individual Impact are affected in various categories.
OPTIONAL CREDIBILITY QUESTIONS:
Credibility – Enabling Technology Positive.........Negative
For example, ”To what extent are you confident that this organization has 1----2----3----4----5
the technology it needs to complete this ERP System implementation?”
Credibility – Partners Positive.........Negative
For example, ”To what extent are you confident this organization has 1----2----3----4----5
secured the outside assistance the organization needs to complete the ERP
System implementation?”
Credibility – Change History Positive.........Negative
For example, ”To what extent has this organization been successful 1----2----3----4----5
completing other large-scale change projects in the past?”
Credibility – Consequences Positive.........Negative
For example, ”To what extent have people received benefits for supporting 1----2----3----4----5
past large-scale change projects?”
OPTIONAL ORGANIZATIONAL QUESTIONS:
Organizational – Expectations & Metrics Positive.........Negative
10
11. For example, ”To what extent will this ERP System implementation actually 1----2----3----4----5
help your organization meet performance expectations?”
Organizational – Resources Positive.........Negative
For example, ”To what extent are you concerned that the ERP System 1----2----3----4----5
implementation will claim resources that could be used for better
purposes?”
Organizational – Information Positive.........Negative
For example, ”To what extent have you heard consistent messages about 1----2----3----4----5
the ERP System implementation?”
OPTIONAL INDIVIDUAL QUESTIONS:
Individual – Support Positive.........Negative
For example, ”Are managers providing the support this organization needs 1----2----3----4----5
during this ERP System implementation?”
Individual – Job Security Positive.........Negative
For example, ”To what extent are you concerned that the ERP System 1----2----3----4----5
implementation will cause downsizing in your organization?”
Individual – Rewards Positive.........Negative
For example, ”To what extent are you confident you will be rewarded when 1----2----3----4----5
you do a better job for your customers?”
Individual – Staffing Changes Positive.........Negative
For example, ”To what extent are you concerned that the staffing of your 1----2----3----4----5
department will change as a result of the ERP System implementation?”
11
12. Risk Scoring
Under Approach A, risk assessment scoring is done in several steps to provide various views of the data
and allow the Core Change Team to gain as much useful information as possible from the process.
Step A: Risk Score Calculations
(1) Develop an average total score for each question by adding all of the individual responses to each
question and then dividing the total by the number of respondents. Note: Remember that in the 5-
point answer scale, 1 is the most negative response, while 5 is the most positive.
Example: In a risk assessment session, 15 people respond to the credibility question ”To what extent
is the ERP System implementation important to management?” Three respondents answer 1, five
answer 2, three answer 3, one answers 4, and three answer 5 for a total score of 41 and an average
score of 2.73.
(2) Develop an average score for each of the components (credibility, organizational impact, and
personal impact). To do this, add the average question scores for all questions within each
component and divide the total by the number of questions in that component. These scores can be
compared to one another to identify areas that should be leveraged and areas which need more
attention, and can also be tracked over time to measure the impact of project activities.
Example: The average scores for each of the six credibility questions are 2.73, 2.45, 3.78, 3.21, 4.12,
and 2.03 for an average credibility score of 3.05.
12
13. (3) Add the three component scores and divide the total by three. Then multiply the resulting number
by twenty to adjust the score to fit a 100-point scale. This is the Risk Score. This score serves as a
benchmark for project progress and may be tracked over time.
Example: The three component scores are; Credibility 3.05, Organizational Impact 2.89, and Personal
Impact 2.30. The average of these three components is 2.75. Multiplied by twenty this yields a Risk
Score of 55.
Step Two: Question Ranking
Once the risk score has been calculated, rank the individual questions from highest to lowest according
to their average score. The three lowest ranked questions are potential implementation risks and will be
used as the discussion points in the Risk Workshop.
Example: The average scores for the 18 questions in the risk assessment range from 1.84 to 4.64. The
three lowest averages are; 1.84 for ”To what extent do you believe you will get the training you need as
part of the ERP System implementation? , 1.90 for ”To what extent are you concerned that the skills
needed to succeed will change as a result of the ERP System implementation?”; and 2.03 for ”To what
extent do this organization’s measurement systems need to change to accommodate the ERP System
implementation?”.
13
14. Risk Assessment Results
♦ Using Approach A, the Risk Score indicates the degree to which the project is at risk based upon
people’s perceptions of project credibility, organizational impact, and individual impact. This score
ranges from 0 to 100.
♦ The highest and lowest ranked questions from the risk assessment (see above) are the specific views
that build or undermine organizational support for the ERP System implementation. The change
team should focus in particular on the perceptions that undermine the Risk Score. These negative
perceptions are the implementation risks that need to be the central focus of the change program.
Subsequent measures will show the extent to which the change program addresses these key
concerns.
The degree of implementation risk attached to each range of risk scores produced by Approach One is
shown in the following table.
Range of Risk Scores Implementation Risk Level and
Action Implication
Low Range High
Scores from 0 to 40 Change program needs
to focus on the key
negative perceptions
Middle Range Moderate
Scores from 41 to 70 Change program needs to
keep negatives in check
and build on positive views
High Range Low
Scores from 71 to 100 Change program needs to
continue to build on
positive views
14
15. 4. Approach B
Question Set Development
Using Approach B, the change team develops and uses a numeric scale ranging from –100 to +100 with
which to measure and report risk scores.
As with Approach A, the change team can use a standard set of 18 questions that cover the essential
sources of project risk to implement Approach B or can prepare their own customized question set. The
standard set of 18 questions assesses the perceived credibility, organizational risk, and individual risk
implicit in the ERP System initiative. The customized set should also assess the perceived credibility,
organizational risk, and individual risk implicit in the ERP System initiative but can be tailored to reflect
the organization’s unique features and culture better.
Regardless of whether the team chooses to use the standard question set or to construct a customized
question set, a 7-point scale is used for each answer. In this 7-point answer scale, 1 is the most negative
response, indicating an attitude which undermines support for the ERP System implementation; 4 is a
neutral response, indicating that survey respondents do not know or have not yet formed an attitude or
opinion about that question; and 7 is the most positive response, indicating an attitude which advances
support for the implementation.
15
16. Risk Assessment Tool , Standard Questions
Component – Category Question Answer Scale
Not…….. ….No…………Very
Credibility – Ability/Skills/Resources
At All.... ….View……..…Much
To what extent does this organization have the ability/skills/resources to
complete this ERP System implementation? 1---2---3---4---5---6---7
Credibility – Motivation Not…….. ….No…………Very
At All.... ….View……..…Much
To what extent does this organization have the motivation required to
complete this ERP System implementation? 1---2---3---4---5---6---7
Not…….. ….No…………Very
Credibility – Sponsorship
At All.... ….View……..…Much
To what extent has there been visible executive sponsorship of this ERP
System implementation? 1---2---3---4---5---6---7
Credibility – Commitment Not…….. ….No…………Very
At All.... ….View……..…Much
To what extent is the ERP System implementation important to management?
1---2---3---4---5---6---7
Not…….. ….No…………Very
Credibility – Rewards
At All.... ….View……..…Much
To what extent will people be rewarded for supporting the ERP System
implementation? 1---2---3---4---5---6---7
Credibility – Measurement Changes Very…….. ….No…………Not
Much.... ….View……..…At All
To what extent does the organization’s performance measurement system
need to change to accommodate the ERP System implementation? 1---2---3---4---5---6---7
Very…….. ….No…………Not
Organizational – Customer Service
Much.... ….View……..…At All
To what extent will customer service be disrupted as a result of the ERP
System implementation? 1---2---3---4---5---6---7
Organizational – Process Change Not…….. ….No…………Very
At All.... ….View……..…Much
To what extent will work processes improve as a result of the ERP System
implementation? 1---2---3---4---5---6---7
16
17. Risk Assessment Tool , Standard Questions (continued)
Organizational – Competition Not…….. ….No…………Very
At All.... ….View……..…Much
To what extent will this ERP System implementation improve our competitive
position? 1---2---3---4---5---6---7
Not…….. ….No…………Very
Organizational – Culture
At All.... ….View……..…Much
To what extent is this ERP System implementation consistent with the
organization’s culture? 1---2---3---4---5---6---7
Organizational – Compatibility Not…….. ….No…………Very
At All.... ….View……..…Much
To what extent is this ERP System implementation consistent with the
organization’s goals? 1---2---3---4---5---6---7
Organizational – Organizational Gain/Pain More……………..……. More
Pain……………………Gain
After completion, will the ERP System implementation deliver more pain or
more gain to the organization?
1---2---3---4---5---6---7
Individual – Roles/Responsibilities Very…….. ….No…………Not
Much.... ….View……..…At All
To what extent are you concerned that your job/responsibilities will change as
a result of the ERP System implementation? 1---2---3---4---5---6---7
Not…….. ….No…………Very
Individual – Career Opportunities
At All.... ….View……..…Much
To what extent will the ERP System implementation increase career
opportunities for you and your co-workers? 1---2---3---4---5---6---7
Individual – Skill Changes Very…….. ….No…………Not
Much.... ….View……..…At All
To what extent are you concerned that the skills needed to succeed will
change as a result of the ERP System implementation? 1---2---3---4---5---6---7
Not…….. ….No…………Very
Individual – Training
At All.... ….View……..…Much
To what extent are you confident that you will receive the training you need
as part of the ERP System implementation? 1---2---3---4---5---6---7
Individual – Workload Very…….. ….No…………Not
Much.... ….View……..…At All
To what extent are you concerned that your workload will significantly
increase as a result of the ERP System implementation? 1---2---3---4---5---6---7
Individual – Individual Gain/Pain More……………..……. More
Pain……………………Gain
After, completion, will this ERP System implementation deliver more pain or
more gain to you personally?
1---2---3---4---5---6---7
17
18. Risk Assessment Tool, Customized Questions
The Question Template lists the types of questions the change team is required to ask but does not
dictate how the team should ask those questions. In addition, the customized set allows the change
team to add questions at its discretion.
All scales should be balanced; that is, 1 is the most negative response, indicating an attitude which
undermines support for the ERP System implementation; 4 is a neutral response, indicating that survey
respondents do not know or have not yet formed an attitude or opinion about that question; and 7 is the
most positive response, indicating an attitude which advances support for the implementation.
Risk Assessment Tool – Question Template
REQUIRED CREDIBILITY QUESTIONS:
Component – Category
Add Question Text Answer Scale
Credibility – Ability/Skills/Resources
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Credibility – Motivation
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Credibility – Sponsorship
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Credibility – Commitment
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Credibility – Measurement Changes
1---2---3---4---5---6---7
Credibility – Resources
1---2---3---4---5---6---7
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20. The following optional questions can be added to the customized question set to further probe the extent to which
Credibility, Organizational Impact, or Individual Impact are affected in various categories.
OPTIONAL CREDIBILITY QUESTIONS:
Credibility – Enabling Technology
For example, ”To what extent are you confident that this organization has
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the technology it needs to complete this ERP System implementation?”
Credibility – Partners
For example, ”To what extent are you confident this organization has
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secured the outside assistance the organization needs to complete the ERP
System implementation?”
Credibility – Change History
For example, ”To what extent has this organization been successful
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completing other large-scale change projects in the past?”
Credibility – Consequences
For example, ”To what extent have people received benefits for supporting
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past large-scale change projects?”
OPTIONAL ORGANIZATIONAL QUESTIONS:
Organizational – Expectations & Metrics
For example, ”To what extent will this ERP System implementation actually
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help your organization meet performance expectations?”
Organizational – Resources
For example, ”To what extent are you concerned that the ERP System
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implementation will claim resources that could be used for better purposes?”
Organizational – Information
For example, ”To what extent have you heard consistent messages about the
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ERP System implementation?”
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21. OPTIONAL INDIVIDUAL QUESTIONS:
Individual – Support
For example, ”Are managers providing the support this organization needs
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during this ERP System implementation?”
Individual – Job Security
For example, ”To what extent are you concerned that the ERP System
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implementation will cause downsizing in your organization?”
Individual – Rewards
For example, ”To what extent are you confident you will be rewarded when
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you do a better job for your customers?”
Individual – Staffing Changes
For example, ”To what extent are you concerned that the staffing of your
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department will change as a result of the ERP System implementation?”
Risk Scoring
Step One: Risk Score Calculations
Under Approach B, risk assessment scoring is done in several steps to provide various views of the data
and to help the Core Change Team gain as much useful information as possible.
1. Re-scale responses for each question so that all responses equal to 1 are now given the value –3; all
responses equal to 2 are now given the value –2; all responses equal to 3 are now given the value –1;
all responses equal to 4 are now given the value 0; all responses equal to 5 are now given the value
1; all responses equal to 6 are now given the value 2; all responses equal to 7 are now given the
value 3.
Example: Ten survey respondents provided numeric responses to the first question on the risk
assessment as follows. The change team re-scaled the seven responses as follows:
Original Re-scaled
Respondent # Response, 7- Responses To The
point scale First Question
Respondent 1 1 -3
Respondent 2 2 -2
Respondent 3 3 -1
Respondent 4 4 0
Respondent 5 5 1
Respondent 6 6 2
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22. Respondent 7 6 2
Respondent 8 7 3
Respondent 9 1 -3
Respondent 10 4 0
2. Average the re-scaled responses for each question.
Example: The average re-scaled score for the first question on this illustrative risk survey is shown at
the bottom of the following table.
Original Re-scaled
Respondent # Response, Responses, scale
7-point scale –3 to +3
Respondent 1 1 -3
Respondent 2 2 -2
Respondent 3 3 -1
Respondent 4 4 0
Respondent 5 5 1
Respondent 6 6 2
Respondent 7 6 2
Respondent 8 7 3
Respondent 9 1 -3
Respondent 10 4 0
AVERAGE -- -0.1
3. The average re-scaled score for each question must range from –3 to +3. If average re-scaled scores
are found outside of this range, repeat steps one and two. Add the average re-scaled scores for each
question together to produce a summary score.
Example: The illustrative risk survey had five questions. Average re-scaled scores for each of these
five questions are included in the following table. The net, or summary score, is shown as well.
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23. Question Average Re-scaled Score
Number
1 -0.1
2 1.3
3 2.4
4 -1.8
5 -0.6
Summary
Score 1.2
4. Produce a risk score by dividing the Summary Score produced in step three by the maximum possible
re-scaled score. The maximum possible re-scaled score is calculated by multiplying the number of
questions included in the survey by 3, since 3 is the maximum score for each re-scaled question.
Risk scores are typically reported as whole numbers, not fractions. As a final step multiply the
decimal risk score by 100 in order to convert the decimal value to a whole number.
Example: The net, or summary of re-scaled scores for the five questions on our illustrative survey
was 1.2. The maximum possible re-scaled score equals 15 (5 questions x 3).
Question Average Re-scaled Score
Number
1 -0.1
2 1.3
3 2.4
4 -1.8
5 -0.6
Summary of Re-
scaled Scores 1.2
Risk Score 1.2 ÷ 15 = 0.08
Decimal Value
Re-stated Risk 0.08 * 100 = + 8
Score
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24. 5. Develop a risk score for each of the components (credibility, organizational impact, and personal
impact). To do this, add the average re-scaled scores for all questions within each component.
Divide these sums by the maximum possible re-scaled score developed in step four.
Example: Of the five questions in our illustrative survey, questions 1 and 2 probe the perceived
credibility of the ERP System implementation; question 3 probes the perceived organizational impact
of the ERP System implementation; and questions 4 and 5 probe the perceived personal impact of
the ERP System implementation.
The average re-scaled scores for questions 1 and 2 are added together (-.1+ 1.3= 1.2) and divided by
15 (15 is the maximum possible re-scaled score developed in step 4) and multiplied by 100,
producing a credibility score equal to +8; the average re-scaled score for question 3 (2.4) is divided
by 15 and multiplied by 100, producing an organizational impact score of +16; the average re-scaled
scores for questions 4 and 5 are added together (-1.8+ -0.6) is divided by 15 and multiplied by 100,
producing a personal impact score of –16.
As a final check, we add the three component scores together to ensure that this sum equals the
overall risk assessment score of +8.
Question Average Re-scaled Score
Number
1: Credibility -0.1
2: Credibility 1.3
3: Organizational 2.4
4: Personal -1.8
5: Personal -0.6
Component Scores
Risk Score,
Credibility ((-0.1+1.3) ÷ 15) x 100 = +8
Questions
Risk Score
Organizational (2.4 ÷ 15) x 100 = + 16
Impact Questions
Risk Score
Personal Impact ((-1.8+ -0.6) ÷ 15) x 100 = -16
Questions
Overall Risk Score + 8 +16 –16 = +8
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25. Step Two: Question Rankings
Once the risk score has been calculated, rank the individual questions from highest to lowest according
to their average re-scaled scores. The three lowest ranked questions are potential implementation risks
and will be used as the discussion points in the Risk Workshop.
Example: The average scores of the 18 questions over all three components in the risk assessment range
from –2.3 to 1.85. The three lowest averages are; -2.3 for ”To what extent do you believe you will get
the training you need as part of the ERP System implementation? , -1.9 for ”To what extent are you
concerned that the skills needed to succeed will change as a result of the ERP System implementation?”;
and –1.8 for ”To what extent does this organization’s measurement system need to change to
accommodate the ERP System implementation?”.
3. Risk Assessment Results
♦ Using Approach B, the Risk Score indicates the degree to which the project is at risk based upon
people’s perceptions of project credibility, organizational impact, and individual impact. This score
ranges from -100 to +100.
• Negative scores (risk scores from –100 to –10) indicate a high degree of implementation risk.
• Scores bracketing 0 (risk scores from –10 to +30) indicate that the organization is neutral, neither
supporting nor necessarily withholding support from the ERP System implementation.
• Positive scores (risk scores from +31 to +100) indicate that implementation risk is being
managed.
♦ The highest and lowest ranked re-scaled questions from the risk assessment (see above) are the
specific views that build or undermine organizational support for the ERP System implementation.
The change team should focus in particular on the perceptions that undermine the Risk Score. These
negative perceptions are the implementation risks that need to be the central focus of the change
program. Subsequent measures will show the extent to which the change program addresses these
key concerns.
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26. The degree of implementation risk attached to each range of risk scores produced by Approach B is
shown in the following table.
Range of Risk Scores Implementation Risk Level &
Action Implication
Low Range High
Change program needs
Scores from –100 to -10 to focus on the key
negative perceptions
Middle Range Moderate
Change program needs to
Scores from –10 to +30 keep negatives in check
and build on positive views
High Range Low
Change program needs to
Scores from +31 to +100 continue to build on
positive views
Applying the Risk Assessment Results
The process of applying Risk Assessment results is the same regardless of the risk measurement
approach used by the change team.
Implementation risks identified in the Risk Assessment are primary inputs to the Risk Workshops and are
used to drive action planning.
The Change Team uses Risk Assessment and Risk Workshop results to shape the communications and
sponsorship programs. Results pinpoint how project sponsors should spend their time as well as clarify
project messages to ensure relevancy and credibility.
It is important to note that Risk Assessment is an ongoing process. Repeated measures give the Core and
Extended Change Team the real-time insight needed to accelerate organizational acceptance of ERP.
Repeated Risk Assessment sessions also provide an objective measurement of the effectiveness of the
team’s change management activities.
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