Sabaruddin de AB_S_Six Step ERP Project Management_FINAL

©Sabaruddinde AB
IT Management Series
© Ir. Sabaruddin de AB, M.AB
BAP – Managing Partner
Sabaruddin.deab@yahoo.com
0816554309
ERP Project Management
Successful in Managing ERP Implementation
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©Sabaruddinde AB
Perlunya IT DepartemenFrom the Author
This presentation has been prepared for general guidance on matters of interest only, and does not
constitute professional advice. You should not act upon the information contained in this presentation
without obtaining specific professional advice from the author. No representation or warranty (express or
implied) is given as to the accuracy or completeness of the information contained in this presentation,
and, to the extent permitted by law. The author does not accept or assume any liability, responsibility or
duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the
information contained in this presentation or for any decision based on it.
© 2015 by Sabaruddin de AB. All rights reserved. No copying in any form is permitted. It may not be
reproduced, distributed, stored in a retrieval system, or transmitted in any form or by any means, in part
or in whole, without the express written permission of the author.
Trademarked names may appear in this presentation. Rather than use a trademark symbol with every
occurrence of a trademarked name, we use the names only in an editorial fashion and to the benefit of
the trademark owner, with no intention of infringement of the trademark.
Presented on ―High Impact Seminar‖ ERP Project Management: Successful in Managing ERP
Implementation, October 31st 2015, in cooperation with STIMIK ASIA Malang.
Primary source of this presentation material take from curriculum and material of IT Project
Management and ERP Project Management Training Course designed by BAP Consulting
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Perlunya IT Departemen
Objectives
Introduction
 To gain better approach in managing ERP Implementation
 To provide knowledge on effective ERP Project management to
conduct day to day Project Management Practices
 To provide participants with key soft-skills that are
important in ERP Project management Practices
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Perlunya IT DepartemenIntroduction
ERP : What ?
ERP Vendor and Product :
Source : Internet (www)
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ERP (Enterprise Resources Planning) Implementation
The FACTS :
What ? :
 Project completed late, over budget, or not meeting the
functionality requirements of your client
 Projects are successful in spite of lack of planning and project management, through
heavy stress and overtime work throughout the life cycle
Why ? :
 Weak standard processes and techniques used inconsistently by project managers
 Project management is reactive and not seen as providing value
 The time required to manage projects proactively is not built into the workplan,
since it is considered ―overhead‖
The answer is …….You need a
Good Project Management
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PMBOK © Guide 5th Edition : Project Management is
 An inclusive term that describes the sum of knowledge within the profession of project
management that is generally recognized as good practice.
 Provides guidelines for managing individual projects and defines project management
related concepts. It also describes the project management life cycle and its related
processes, as well as the project life cycle.
What is a Project ?
A project is a temporary endeavor undertaken to create unique product, service or result.
 Temporary : has a definite BEGINNING and has a definite END
 Unique : differentiate by several distinguish conditions (location, design,
circumstances and situations, stakeholders, and so on).
Project Management Process (provide by PMI)
© PMI, PMBOK Guide 5th Edition
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Perlunya IT DepartemenWhy Business/Organization need ERP Implementation.
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Perlunya IT DepartemenLearned from previous experiences (others company, survey, SME, etc)
Why some ERP Implementation Failure ?
1. Lack of Education (Not Understanding what the new ―systems‖ (to be) is
designed to achieve and its benefit)
2. Lack of users involvement
3. Lack of Management support
4. Lack of Project Management knowledge and Skills
(Project Manager and Project Team)
5. Inadequate Requirements Definition (current processes are not adequately
addressed ―as well as To Be ―)
6. Poor ERP Package Selection (the package does not address the basic
business functions of the client)
7. Inadequate Resources employed by the Client
8. Internal Resistance to changing the 'old' processes
9. A Poor fit between the software and users procedures
10. Unrealistic Expectations of the Benefits and the ROI
11. Inadequate training (users do not properly how to use the new tool)
12. Unrealistic Time Frame Expectations
13. A Bottom up approach is employed (the Process is not viewed as a Top
Management priority)
14. The client does not properly address and plan for the expenses involved.
Source : Research Result from Internet WWW
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Perlunya IT DepartemenERP Implementation Methodology.
ERP Implementation Methodology : (Mainly in technical aspect)
ASAP (Accelerated SAP)
Oracle AIM – Application Implementation Methodology
© Oracle
© SAP, AG
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Perlunya IT DepartemenERP Implementation - Strategy
Road Map : S-six step of ERP Implementation ( a Lesson-learned)
Assessment
Pre-
Implementation
1
Implementation
Hand-over to
Operation
(Benefit
Monitoring)
Stabilizing and
Performance
Monitoring
(Hands Holding)
Deployment and
Training
5
6
432
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Perlunya IT DepartemenI. Assessment
I. Assessment : (Organizational Readiness)
1. Check your Organization’s IT Master Plan
 Memahami strategi Perusahaan/Organisasi akan memudahkan dalam alignment tujuan implementasi ERP
sesuai dengan tujuan perusahaan
 Memastikan proyek ERP telah ada dalam peta jalan strategi bisnis
 Memastikan manfaat bagi organisasi/bisnis (Business Benefit) dan Permasalahan Bisnis yang ingin diselesaikan
(Preliminary Business Case) tersedia
2. How about your IT Project Management Framework in your Organization ?
Tools and Technique :
- Expert Judgment, Meeting
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2. How about your IT Project Management Framework in your Organization (cont’d)
 The concept in Building Project Management Methodology
- Expert Judgment
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3. How about your Project Organization Structure ?
Client CompanyVendor
PMO
PM PM
Vendor Team
(Analyst, Programmer
etc)
Client Team
(Analyst, Programmer,
Key Users. etc)
Project Sponsor Tools and Technique :
- Expert Judgment
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4. Internal Team : Skills and Knowledge
 Team Readiness Factor Preparation  Pre-Assignment (PMBOK-Human Resource 9.2 Acquire Project Team)
 Lack of knowledge  training pendahuluan, misalnya introduction to ERP project management
© Bruce, Andy and Langdon, Ken, Project Management
Client Company
Do you need an
advisor (SME) ?
- Expert Judgment
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5. How about the Organization Business Process ?
 ERP membutuhkan proses bisnis yang telah terdefinisi (rule bisnis yang jelas)  menjamin Integrasi bisa
dilakukan
 Proses bisnis yang jelas (terstruktur dengan baik) memudahkan dalam penerapan
SATKER
KPPN
BANK INDONESIA
BNI, BRI,
MANDIRI
DJPBN
K/L-
Kementerian
Dan
Lembaga
© Hashim, Ali., and Allan, Bill. 2001. Treasury Reference
Model, Worl dBank
- Expert Judgment
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Perlunya IT DepartemenII. Pre-Implementation
II. Pre-Implementation
Objective :
1. Memastikan tujuan, arah dan maksud implementasi ERP sesuain dengan strategi organisasi/
bisnis
2. Meningkatkan kesiapan organisasi dalam menerima implementasi ERP, khususnya yang
terkait dengan perubahan pada budaya kerja dan pola kerja
3. Menyiapkan pola kerjasama team (team work) bagi calon anggota team proyek implementasi
ERP.
How ?
1. Organizational Readiness Assessment
 Kesiapan organisasi (berubah) sesuai dengan tuntutan ERP
 Kemampuan Team Internal  Key team members
 Approach :
 Seminar  Build Awareness
 Workshop  Create Collaboration, Coordination
 Training  Develop Key team members readiness
2. Determine ERP Implementation Goals
 Diturunkan secara rinci (detail) dari mapping business benefit (advantage, competitive aspect)
dari IT Master Plan dan IT Road Map
 Merupakan detail sasaran dari implementasi ERP yang meliputi
 Daftar integrasi yang muncul antar setiap area proses bisnis
 Manfaat (efisiensi dan efektifitas) baik di tingkat pelaksanaan fungsi operasional, maupun
pengambilan keputusan di tingkat manajemen dalam setiap proses bisnis
 Subject Matter Experts
 Meeting
 Benchmarking
Menjawab hasil Assessment  Set up
the Organizational Readiness
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Perlunya IT DepartemenII. Pre-Implementation
How ? (cont’d)
3. Business Process Re-engineering
 Penyiapan Integrasi dan optimasi aliran data dan informasi cross functional (antar proses bisnis)
 Pemetaan potensi benefit (keuntungan) dalam (―As Is‖ vs ―To Be‖)
 Efektifitas dalam setiap siklus/tahapan proses bisnis dan secara keseluruhan
 Efisiensi dalam setiap proses bisnis dan organisasi secara keseluruhan
(di rangkum dalam business case)  Business benefit vs Cost
Output :
1. Organizational Readiness Report (1st Assessment)
2. Business Process Integration Report (BPR Report)
Memberikan dasar dalam penyusunan rincian
Business Requirements
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Perlunya IT DepartemenIII. Implementation
1. Initiating
Project Manager Assignment
 Expert Judgment (SME)
 Facilitation Techniques
(Brainstorming, Focus Group)
Who is Project Manager ?
A person that is RESPONSIBLE for : achieving the project’s overall objectives and
leading the project team.
Project Manager Responsibilities
 Providing thought leadership and vision
 Planning and organizing the project
 Organizing and managing the project team
 Estimating cost and developing project budget
 Monitoring and controlling the project schedule
 Ensuring the quality of the final result
 Stakeholder Engagement
Educate the stakeholders – to
understand what the new ―systems‖
(to be) is designed to
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Perlunya IT DepartemenIII. Implementation – Initiating
You as a ERP Project Manager
Must Have :
1. Interpersonal Skills
 Leadership
 Positive Attitude
 Managing People –people skills(Good Listener, Coaching ,
Motivation, Influencing, Flexible)
 Conflict Management
 Team Building
 Trust Building
 Political and Cultural Awareness
2. Knowledge and Technical Skills (in ERP area Implementation)
 Resourceful and Sense of Perspective
 Business Process ( Insurance, Manufacturing, Trading, Banking etc)
 ERP  Integration concept
 Business and IT Alignment
 IT Knowledge
3. Performance Skills
 Management and Conceptual Skills (Planning, Organizing)
 Business Skills (Business Communication, Negotiating, Marketing)
Project managers accomplish his work through
the project team and other stakeholders
―Buy-in‖
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Perlunya IT DepartemenIII. Implementation - Initiating .
How ? By :
 Creating and maintaining an environment -that is conducive-, and results
in the accomplishment of meaningful project work.
Use your communication
channel and tools, including
social media
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Perlunya IT DepartemenIII. Implementation - Initiating
First Step
Project Constraint © Rita Mulcahy (PMP Exam Prep, 2013)
Project
Team… must
aware !!!
(Brainstorming, Focus
Group)
Project Manager first Agenda:
 Meeting with your Project Sponsor
 Project Charter (Including / excluding OCM)
 Acquire Key Team Members
 Identify (preliminary engage) Key Stakeholder  Stakeholder List
 Project Management Framework Explanation
Who is your Project
Sponsor
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Project Charter
- Why-kenapa proyek ini diperlukan dan penting ?
- Tujuan dan target apa yang dikehendaki organisasi ?
- Hitungaan cost-benefitnya bagaimana ?
- High Level dari lingkup pekerjaan yang akan dikerjakan dalam proyek
ini ?
- Ditegaskan pula yang tidak menjadi lingkup pekerjaan dalam proyek ini
: misalnya melakukan kustomisasi ERP Oracle Financials R 12.1, sesuai
dengan aturan bisnis yang telah diterapkan pada dokumen Proses Bisnis
yang telah disetujui sebelumnya
- Siapa saja yang terlibat dalam proyek, struktur org.team
- Apa yang boleh dan tidak boleh dikerjakan oleh team proyek
- Aturan pokok yang menjadi dasar pelaksanaan proyek (regulasi)
- Tujuan dari proyek harus dapat diukur (measurable). Misalnya
untuk mempercepat proses pelaporan keuangan maks 2 hari
setelah periode tutup buku berakhir
- Jadwal pelaksanaan proyek (cukup milestonenya saja)
- Tgl awal dan tanggal akhir jadwal proyek
- Biaya yang diperlukan (total)
- Constraint : faktor/hal yang membatasi pelaksanaan proyek
- Assumptions : faktor /hal yang harus ada, dalam pencapaian tujuan
proyek
- Risk : Risiko berdasarkan analisa dokumen dan lingkungan proyek
- Dependencies : Ketergantungan terhadap faktor lainnya (Server etc)
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Stakeholders ?
Stakeholders
is an individual, group, or organization who may affect, be affected
by, or perceive itself to be affected by a decision, activity, or
outcome of a project.
More about Stakeholders :
 involved in the project or have interests that may be positively or negatively affected
by the performance or completion of the project.
 different stakeholders may have competing expectations that might create conflicts
within the project.
 may also influence the project, its deliverables, and the project team in order to
achieve a set of outcomes that satisfy strategic business objectives or other needs.
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Perlunya IT DepartemenIII. Implementation - Planning
2. Planning :  Plan the Work, Work the Plan
As IS
(Current Systems)
1.Current Business
Process
2.Current Work
Discipline/ regulation
3.Current Authority
4.Current Competency
5.Current Mindset
6.Current ………….
1. Automation
2. Real time Process
3. Real time Output
4. Discipline in Data Entry
To BE
(Future Systems)
The Transition Phase
Transition Agenda :
Related to Project Management Process
Related to Produce the Project Result (ERP Customization)
Related to Transition Management (Organizational Change
Management - OCM)
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Your Planning Approach
Project
Management
ERP Implementation
Management
Organizational Change
Management
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MAPPING THE WORKPLAN
Project
Management
Process
ERP
Customization Process
OCM Process
(Brainstorming, Focus Group)
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A. Project Management
 High Level Plan  Project Management Plan
Integration, Scope, Time, Cost, Quality, HR,
Communication, Risk, Procurement, Stakeholder
Objective 1 :
1. How Implementation will execute :
- Milestone
- Key Deliverables (Deliverables Baseline)
- Project Kick-off ?
2. How Change (Change Request) Management will be controlled
3. How Issue, Risk will be managed
4. How Communication will be managed
 Stakeholders
- Sponsors
- Users (Dept. Head, Key Users)
 Internal Project Team
Objective 2 :
1. How Quality will be managed
2. How Your Project Team will be managed (developed)
3. How Cost (Budget) will be managed (controlled)
4. How Procurement will be managed
How the team will execute, monitor,
control, and close the project (PMBOK ® 5ed)
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Milestone example : Slide - pendukung
Initiating
Planning
Executing
Start
Milestone 3
(BP Freeze Agreed)
Milestone 4
(ERP – COTS
Customization
Completed )
Deliverable 2.1
(Module-_1 Internal
Testing Completed)
Milestone 1
(Project Charter
Agreed ) End
Closing
Milestone 5
(Lesson
Learned)
Milestone 2
(Project
Management Plan
Completed)
Milestone : represent a moment in time with zero duration
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Perlunya IT DepartemenIII. Implementation – Planning – Project Management Plan
Example form :
Process Tools and Techniques : Menjelaskan
tools dan teknis khusus yang akan dipergunakan
untuk masing-masing proses.
misalnya : sofware tertentu (PMIS, costing
software or method)
Project Management and Tailoring Decisions :
Keputusan, kebijakan, pendekatan (approach)
serta proses khusus (specific) yang
dipergunakan dalam setiap phase proyek
misalnya : Pendekatan yang ditempuh dalam
penanganan risiko, prinsip dalam pengelolaan
biaya dll.
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Perlunya IT DepartemenIII. Implementation – Planning – Project Management Plan
Detailing the Project Management Plan : Main Flow
Project Management and Tailoring Decisions :
Keputusan, kebijakan, pendekatan (approach)
serta proses khusus (specific) yang
dipergunakan dalam setiap phase proyek
misalnya : Pendekatan yang ditempuh dalam
penanganan risiko, prinsip dalam pengelolaan
biaya dll.
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Perlunya IT DepartemenIII. Implementation – Planning-Project Scope Management Plan
Project Requirements : Tools and Technique :
 Interviews
 Brainstorming
 Focus Group
 Observations
 Context Diagram
1.Business Requirements
1. Traceability
2. Business Rule
3. Audit trail
2.Stakeholder Requirements
1. Organization Structure
2. Connection to others Systems (Internal others Systems and external systems—i.e. E-Banking)
3. OCM – stakeholder communication and reporting requirements
3.Solution Requirements
1. Functional :  processes, data, and interactions with the ERP
2. Nonfunctional requirements :  reliability, security, performance, safety, level of service,
supportability, retention/purge, etc
4.Transition Requirements : (“as-is” to “to-be”)
1. Data conversion requirements, migration
2. Training requirements
5.Project Requirements
1. Levels of service, performance, safety, compliance, etc
2. Acceptance criteria
6.Quality Requirements :  capture any condition or criteria needed to validate the successful
completion of a project deliverable or fulfillment of other project requirements
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Perlunya IT DepartemenIII. Implementation – Planning – Project Scope Management Plan
Scope Management Plan :
 Define Scope :  Project Scope Statement
Menjelaskan karakteristik produk, service atau result. Informasi ini bersifat
progressively elaborated dari penejelasan proyek dan dokumentasi requirements
Identifikasi deliverable (produk dan proyek) yang di setujui bersama dengan
stakeholders yang berkepentingan (especially customer/sponsor), termasuk laporan
pelaksanaan pengelolaan proyek dan dokumentasinya.
Kriteria yang diperlukan dalam persetujuan penerimaan deliverable oleh stakeholder.
Kriteria ini dapat dibuat untuk keseluruhan proyek untuk setiap komponen deliverable
Menjelaskan apa saja yang berada diluar scope proyek.
Menjelaskan faktor/hal-hal yang membatasi team proyek dalam pelaksanaan proyek
guna mencapai tujuan proyek (due dates yang sangat singkat, tingkat kesulitan
teknologi yang dipergunakan dsbnya)
Asumsi tentang deliverable, resources, estimate dan aspek lain dari proyek, yang
diharapkan menjadi nyata, namun belum divalidasi (Training ERP dilakukan setelah
Server Training yang dibeli dari pihak ketiga selesai di instal)
 Product Analysis
 Expert Judgment
 Brainstorming
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Perlunya IT DepartemenIII. Implementation – Planning-Project Scope Management Plan
Project WBS (Work Breakdown Structure ):
Create WBS !!
 Tips in Creating WBS
 Create WBS :  phase  Stage
…Work Package
(a) WBS example: Structure (summary level)
(b) WBS example : Coding Scheme or List
(using Software – MS Project)
Identified :
Activities (resources), Duration
(Hour) , Cost, (estimated)
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Perlunya IT DepartemenIII. Implementation – Planning -Project Schedule Management Plan
Schedule Management (Time) : Determine Activities, Resources and Duration
 Calendar Kerja Perusahaan, Jadwal Key Stakeholder –yang tidak dapat diubah)
 Constraint : - Due Date ?
 Activities : masing-masing kegiatan
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Perlunya IT DepartemenIII. Implementation – Planning – Project Cost Management Plan
Cost Management Plan:  Menentukan Budget Proyek
Source :© Rita Mulcahy (PMP Exam Prep, 2013)
Project Cost
From WBS
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Perlunya IT DepartemenIII. Implementation – Planning – Project Communication Management Plan
Communication Plan :
Communication requirements analysis :
 Number of Potential communication channels : n(n-1)/2,  n=number of Stakeholder
 Stakeholder : location, internal/external, department, role and responsibilities in project, etc
Communication Technology Factor Choice:
(The methods used to transfer information among project stakeholders)
 Urgency of the need for information (urgency, frequency, format)
 Availability of technology
 Ease of Use
 Project Environment (location—time zone– of stakeholders), culture, languages)
 Sensitivity and confidentially of the information (confidential, security)
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Perlunya IT DepartemenIII. Implementation – Planning – Project Communication Management Plan
Communication Plan : (slide pendukung)
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Perlunya IT DepartemenIII. Implementation – Planning – Project Risk Management Plan
Plan Risk Management
Source © Sabaruddin de AB (ERP PM Training Course , 2015)
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What ?
is the process of defining how to conduct risk management activities for a project.
It ensures that the degree, type, and visibility of risk management are commensurate
with both the risks and the importance of the project to the organization.
Definition :
Project risk is an uncertain event or condition that, if it occurs, has a positive or negative
effect on one or more project objectives such as scope, schedule, cost, and quality.
How ?
Disebabkan karena pola penanganan risiko yang memunculkan opportunity untuk
memberikan hasil( results )yang menguntungkan
Note :
 Positive Risk : Opportunity (Exploit, Enhance, Share, Accept)
 Negative Risk : Threats (Avoid, Mitigate, Transfer, Accept)
Source © PMI Guide 5th Ed.
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Note : (untuk setiap item risk)
1. Owner of risk response: (penangungjawab risiko)  melakukan tindakan sesuai mekanisme
penanganan risiko--selalu monitor dan evaluasi proses-proses yang menjadi sumber timbulnya risiko
(sesuai risk register updates)
2. Risk mechanism : mekanisme penanganan risiko (response plan)  5M
 Monitor, observasi dan dokumentasi data
 Menelaah (analisis) dan evaluasi gejala serta menentukan tindakan
 Melakukan tindakan-tanggap pertama--mitigate, avoid dll yang dibuat berdasarkan hasil qualitative
dan atau quantitative– (Response Plan)
 Melakukan tindakan kedua (Contingency Plan)—bila response plan tidak bekerja
 Melakukan tindakan ketiga (Fallback Plan)—bila contingency plan tidak bekerja
Risk Attitude : (bagaimana para stakeholder menyikapi risiko)
 Risk appetite : which is the degree of uncertainty an entity is willing to take on in
anticipation of a reward. (untuk tingkat tertentu mau mengambil—menerima-- risiko dengan
mempertimbangkan hasil baliknya)
 Risk tolerance : which is the degree, amount, or volume of risk that an organization or
individual will withstand. (untuk tingkat tertentu menerima akibat dari risiko yang terjadi)
 Risk threshold : which refers to measures along the level of uncertainty or the level of
impact at which a stakeholder may have a specific interest.
 Risk happened < risk threshold  will accept the risk
 Risk happened > risk threshold  will not tolerate the risk.
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Risk Management Plan : (and ISSUE)
Risk Treatment
(known – proactively
manage)
PLAN A
Risk Contingency
(known - can not
manage)
PLAN B
Risk Fallback
(unknown risk-
suddenly happened)
PLAN C
FOCUS : ELIMINATE and EXPLOIT
Treatment Plan :
- Known-known risk
- Primary risk (Based-on Risk Register)
Positive Risk (Opportunities):
- Exploit, Enhance, Share
Negative Risk (Threats):
- Avoid, Transfer
FOCUS : MITIGATE
Contingency Plan :
- If Risk Response Plan not work
- Risk that appear after Treatment
execution
- Known-Unknown risk
Positive Risk (Opportunities):
- Accept
Negative Risk (Threats):
- Mitigate, Accept
FOCUS : SAVING THE REST
Fallback Plan :
- If Contingency plan not work
- Residual Risk
- Unknown-Unknown risk
Source © Sabaruddin de AB (ERP PM Training Course , 2015)
Contingent Response Strategies
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Perlunya IT DepartemenIII. Implementation – Planning – Project Quality Management Plan
Plan Quality Management
What ?
Is the process of identifying quality requirements and/or standards for the project and
its deliverables, and documenting how the project will demonstrate compliance with relevant
quality requirements.
Provide guidance and direction on how quality will be managed and validated throughout
the project (addresses the management of the project and the deliverables of the project)
Basic Concept :
 Quality as a delivered performance or result is ―the degree to which a set of inherent
characteristics (of project) fulfill requirements‖ (ISO 9000)
 Approaches seek to minimize variation and to deliver results that meet defined
requirements  Customer Satisfaction, Prevention over Inspection, Continuous Improvement
(PDCA), Management Responsibility, Cost of Quality (conformance and Non-conformance)
Failure cost =cost of
poor quality
For project, project management, product or services
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Perlunya IT DepartemenIII. Implementation – Planning – Project Quality Management Plan
Plan Quality Management
Output :
 Quality Management Plan : Describes how the organization’s quality policies will be
implemented, and how the project management team plans to meet the quality requirements set for
the project
 Process Improvement Plan : Menjelaskan secara rinci tahapan dalam analisis manajemen
proyek, pengembangan produk, maupun proses lainnya yang terkait guna identifikasi dan
peningkatan kualitas pelaksanaannya
 Quality checklist : daftar item yang akan di inspeksi atau langkah2 pengujian kulaitas yang
harus dilaksanakan. dimaksudkan untuk membantu verifikasi tindakan yang diperlukan telah
dilakukan atau item tertentu telah dimasukkan
 Quality metrics : daftar item (attribut) kualitas project atau produk, ukuran kualitas dan cara
(proses) setiap item tersebut diukur
 ID : WBS ID
 Item : penjelasan WBS
 Metric : ukuran kualitas
 Measurement : cara mengukur kualitas
1. Module_1 Jumlah Bug 1. Internal Testing
- Tidak ada Bug major
- Tidak ada Break Out
- Bug minor < 5
Kesesuaian detil
Laporan
- Kalkulasi formula
- Logika decision
43

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Perlunya IT DepartemenIII. Implementation – Planning – Project HR Management Plan
What ?
is the process of identifying and documenting project roles, responsibilities, required skills,
reporting relationships, and creating a staffing management plan.
it establishes project roles and responsibilities, project organization charts, and the
staffing management plan including the timetable for staff acquisition and release.
How ?
Glossary :
Organization charts and position descriptions :  struktur
organisasi yang sesuai dapat dipilih untuk struktur organisasi proyek
Networking : Formal and informal interaction with others in an
organization, industry, or professional environment.  proyek manager
dapat menggunakannya guna mendapatkan data, informasi dan
personal dengan kompetensi yang diharapkan.
Organizational theory : Teori organisasi, termasuk didalamnya
teori Herzberg, Abraham Maslow (Hierarchy of Needs) misalnya, dapat
dipergunakan dalam merancang HR management plan The Pyramid : Hierarchy of Needs
Plan HR Management
44

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Perlunya IT DepartemenIII. Implementation – Planning – Project HR Management Plan.
A Project : Key Players
Customer
(Project Owner)
Stakeholders
Supplier/
Vendors/
Seller
Sponsor
Project
Manager
Key Team
Member
Team
Member
© Bruce, Andy and Langdon, Ken, Project Management
45

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Perlunya IT DepartemenIII. Implementation – Planning – Project HR Management Plan
RACI Chart
- Responsible : Yang melakukan pekerjaan (doer)
- Accountable : Yang bertanggungjawab pada hasil pekerjaan (punya hak veto) Yes or No
- Consult : Konsultasi kepada yang bersangkutan sebelum mengambil keputusan  Pendukung tindakan
- Inform : Yang selalu harus diinformasikan setelah keputusan diambil atau pekerjaan dilakukan (cccopy carbon)
46

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Perlunya IT DepartemenIII. Implementation – Planning – Project Procurement Management Plan
Plan Procurement Management
What ?
is the process of documenting project procurement decisions, specifying the approach,
and identifying potential sellers.
It determines whether to acquire outside support, and if so, what to acquire, how to
acquire it, how much is needed, and when to acquire it.
How ?
Glossary :
 Make-or-buy analysis : a general management technique used to determine whether particular
work can best be accomplished by the project team or should be purchased from outside sources
 Market research : includes examination of industry and specific vendor capabilities
47

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Perlunya IT DepartemenIII. Implementation – Planning – Project Stakeholder Management Plan
Plan Stakeholder Management
What ?
Is the process of developing appropriate management strategies to effectively engage
stakeholders throughout the project life cycle, based on the analysis of their needs,
interests, and potential impact on project success.
Why ? : as Project Manager you need support from all Stakeholder (and also you have
to satisfy their expectation in based on the project charter)
How ?
Engagement level of the stakeholders :
• Unaware : Unaware of project and potential impacts.
• Resistant : Aware of project and potential impacts and resistant to change.
• Neutral : Aware of project yet neither supportive nor resistant.
• Supportive : Aware of project and potential impacts and supportive to change.
• Leading : Aware of project and potential impacts and actively engaged in ensuring the project is a success.
48

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Perlunya IT DepartemenIII. Implementation – Planning – Project Stakeholder Management Plan
Stakeholder Management Plan
Stakeholder engagement matrix :
Aware
Unaware of project and potential impacts
49

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Perlunya IT DepartemenIII. Implementation – Planning – ERP Customization Process Management
B. ERP Customization Process
Project
Management
Process
ERP
OCM Process
B.1 ERP Vendor Selection Plan
1. ERP Features and Vendor Qualification Requirements  Using Business Case
2. Benchmarking  To get the realistic implementation (you need it, if the first time using ERP)
3. Create Vendor Selection Plan
3.1. ERP Vendor Gathering Qualification Information (Receiving Vendor Proposal)Conference
3.2. ERP Vendor Contest (Many  10  5  2-3  1 )
 Fit and Gap Analysis ( Vendor Presentation result Vs B.1.1)
(Time, Scope, Cost, Quality)
 Contract Guarantee ( Vendor Team Development Issue ?)
Project
Charter
1. Objective/goals ERP Implementation
2. Process Business and area/function to improve
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Perlunya IT DepartemenIII. Implementation – Planning – ERP Customization Process
B.2 ERP Vendor Selection
1. ERP Vendor Presentation (some check list and table should be prepared)
 How the Business Process  fit with ERP features
 Focus to how the area and function (should be improved) would be completely done by ERP
Package
 Another requirement from ERP Vendor (that would be impacted the STCQ)
 ERP Implementation/customization plan (stage)  Check List
How CRP (Conference Room Pilot) would be done ?  fit and gap in more detail
 CRP I  Vendor presentation on Solving a business case (small case)  solved ?
 How the customization would be done
How testing would be done
 How Project Documentation and Training support would be done
2. ERP and Vendor Fit Report (Pros – Cons)
 Business Requirements Vs ERP Vendor Presentation Result
 Another Cost, Issue, Constraint etc. ?
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Perlunya IT DepartemenIII. Implementation – Planning – Organizational Change Management
C. Organizational Change Management
C.1. Develop Organizational Change Management and Communication Plan
1. Impact of ERP Implementation in Organization :
Organization Structure ?
 RACI, Headcount , FTE (Full Time Employee)
 New Function, New Role and Responsibilities , New SOP
HR Capability (Users and another stakeholders) ?  Knowledge and Skills
A New way of work  Integration
2. Structure approach
Top-down and Bottom-Up
 Top Management Priority (Top Down)
 Key User and User Involvement (Bottom Up )  Engagement , true participation
3. HR Development
User benefit
 Incentive
 Promotion
 Others Employee benefit
Individual
Group
Organisasi
52

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Perlunya IT DepartemenIII. Implementation -Planning – Organizational Change Management
C.2 Executing the OCM and Communication Plan
1. Resistance
 Elizabeth Kubler-Ross Change Curve (On Death and Dying, Macmillan, NY, 1969)
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3. Executing
Perlunya IT DepartemenIII. Implementation - Executing
 Coordination (Interpersonal Skills
 Communication (Interpersonal Skills)
 Field Visit (Genci Genbutsu)
 Meeting
 Direct and Manage Project Work
(as per Project Schedule Baseline)
1. Project Team Management
2. ERP Customization Plan and Execution
3. Conduct Procurement
4. Manage Stakeholder Engagement
 Perform Quality Assurance
 Manage Communication
 Monitor and Control Project Work
1. Integrated Change Control
2. Control and Validate Scope
3. Control Schedule
4. Control Cost
5. Control Quality
6. Control Communication
7. Control Risk
8. Control Procurement
9. Control Stakeholder Engagement
4. Monitoring and Controlling
57

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Perlunya IT DepartemenIII. Implementation – Executing – Project Team Management
 Work Management
 Daily Activity
 Team Performance Assessment
 Work (project schedule) Monitoring and Controlling
 Daily Activity Report
 Work Package Progress Report (Weekly and Monthly)
 Team Performance Report (Monthly)
 Schedule Realization (Plan Vs Actual)
 Develop Project Team Performing (multi-style approach)
 Observation and Assessment
 Coaching
 Short – Training
 Interpersonal Skills
 Observation
 genci genbutsu
58

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Perlunya IT DepartemenIII. Implementation – Executing – Project Team Performance
Develop Project Team Performing
 Performing Tools
Coaching
Short-Training
“Fergusson hair dryer”
“Mourinho motivation style”
Active (+)
Passive (-)
Forming
Performing(+)
Norming
Storming (-)
Adjourning
TeamWorkPerformance
Time
Information and Communication :
- Intensive Communication
- Motivation
- Individual approach
- Trust Building
- Engagement Managing and control Work :
- Target List
- Full Support
- Feed Back
“Mourinho motivation style”
 Coaching
 Short-Training
 Treatment (Ferguson vs Mourinho)
“Ferguson hair dryer”
59

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2. ERP Customization Plan and Execution  Direct and Manage Project Work
CRP (Conference Room Pilot ) – II, …
60
 ERP Customization Plan
 Testing of Customization Design
 Fit to Requirements
 Approval
 Execution
 Coding (Customization)
 Testing in Coding phase (function test, unit test)
 After Coding Testing (module test , integration test, system test)
 UAT (User Acceptance Test) / Scenario Test  as systems requirements testing
 Training Manual Preparation
 UAT (How UAT will be conduct )  team and executing plan (training, familiarization)

©Sabaruddinde AB
 Provide Technical Specification Requirements
 Vendor /Supplier Selection  Interview of Supplier Performance
 Procurement Schedule Monitoring
 Receiving Approval
Issue (Rise , Monitoring and Control )  Issue Register
 RISK  Risk Register
 Progress Report  Talk with Data and Information
 Highlight / Flash Report  to Focus on Stakeholders
Responsibilities
Feed to
Monitoring and
Controlling
Process
61

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Perlunya IT DepartemenIII. Implementation- Monitoring and Controlling - Action
4. Monitoring and Controlling (prepare your check list for STCQCRPS)
1. Monitoring
 Schedule :
 ERP Customization Schedule (absence, work package)
 Team Performance Report
 Product/deliverables/Customization Result
 On-time ?  Cost
 Improvement Process (Quality of Deliverables/Product)
 Rework
 Repair
2. Controlling  Project Constraint
 Project Change Management (in SCOPE ?)
 Change Request Procedure
 Change Approval Procedure
 Board of Change (BOC)
 Scope Creep :  Preliminary Business Case ? Project Requirements ?
 Control Budget, Quality, Communication, Risk and Issue
 Manage Your Stakeholder Engagement
 Personal Absence (as scheduled):
 Team Development  Vendor side
 Key Users/Users (in information gathering, regular meeting , CRP, etc)
 Key Stakeholders / business process owner (in requirements approving)
 Procurement Process (Server and DBMS purchasing, DBMS Installation ?)
 Environment and organizational behavior
 Potential Issue ?  Manage  to not become a Risk
ALWAYS CHECK within YOUR PROJECT
SCHEDULE  Will be impacted Time, Cost,
Quality, Communication, Risk, HR,
Cost,  Schedule
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Perlunya IT DepartemenIII. Implementation - Closing
5. Closing
1. Document Preparation
 Project Management Document
 Product Life Cycle Document
 OCM Document
 Lesson-Learned Document
 Opportunity Proposal (by Project Manager)
2. Project Closing
 Project Closing Meeting
 Procurement (any issue about payment ?)
 Project Team meeting
 Internal Team  Promotion ?
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Perlunya IT DepartemenIV. Deployment (Roll Out) and Training
Post Implementation Process - I
Project
Management
Process
ERP
OCM Process
Deployment (Roll Out)
and Training
1.Deployment Plan executing
2.Training Plan executing (TOT)
- Flow Process(“as is“ vs “to Be”)
- Hands on
- Manual operation (as preliminary
SOP)
3. User Training
- Flow process, Hands on
- Attachment Training
- Handholding/baby sitting
(pendampingan)
- FamiliarizationDeployment and Training Plan :
 Deployment Plan :  DEPLOY TEAM
 Pilot vs Big Bang ?
 Replace vs Parallel
 Transaction Cut-Off Plan
 Number of Site  Prioritization(Effect Vs Feasibility)
 Infrastructure (Networking, Internet Connection) 
INFRA TEAM
 Team Readiness Preparation Plan (knowledge, skills
and experiences)
 Training Plan :  TRAINING TEAM
 Number of user (all level)
 Role and Responsibilities (new org. structure ?)
 Training Approach and Process: ( TNA, TR, Method,
Model, Length, TOT, etc)
• New way of work (Cara kerja baru )
• Integration concept
• How to operate  RBT (role based training)
• Technical Operation Training
 Develop ITSM Milestone (based on ITIL ?)
 Help Desk 66

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Perlunya IT DepartemenV. Stabilizing and Performance Monitoring
Post Implementation Process - II
Project
Management
Process
OCM Process
Stabilizing and Monitoring
Performance
1.To ensure user using the application
(Hand holding/ Baby sitting )
2. Using SOP (would be updated for Final SOP in
Hand over)
3. To ensure or systems trouble would be handled
(troubleshooting)  Implementer stay on backup
position
4. Performance To do list, and Check List
(Connection monitoring, etc)
5. Routine activities (e.g. backup schedule, Log
book (as source of Lesson learned, etc)
6. Establishing Help Desk (as ITSM preliminary
structure)
Deployment(roll
Out)andTraining
Stabilizing and Monitoring Performance Plan :
 Monitoring Plan
 Internet Connection, Error and Bug
 Help Desk Operation (all cases, Trainer as problem solver,
Infra team as trouble shooting ?)
 Server Processing (connection time, trx time, session time ?)
 Stabilizing Plan :
 Bandwidth (additional ?), VPN upgrade ?, Cloud Agreement?
 SOP Drafted
 Performance Standard (measurement Level)
 Transaction (entry time, manual error, etc)
 To do List and Check List
 Develop Task Force Team (mainly from Deployment and Training Team) 
for executing monitoring and stabilizing plan
 ITSM Establishing
 Help Desk structure and SOP completed
 IT Service Management (ITSM) Mechanism and Procedure development
 OCM Program (back up the situation and Issue)
Issue Management
Change Management Program  for especially situation
67
ERP
Customization
Process

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Perlunya IT DepartemenVI. Hand-Over to Operation (Benefit Monitoring)
Post Implementation Process - III
Project
Management
Process
ERP
Customization
Process
OCM Process
Hand –Over to Operation
(Benefit Monitoring)
1. Final ERP SOP
2. ITSM and Final SOP
 Help Desk
 Accident and Incident Management
 Other IT Services
3.Benefit Status List Report
4.Lesson-learned Document
Deployment(Roll
Out)andTraining
Stabilizingand
Performance
Monitoring
Hand-Over to Operation Plan :
 Draft SOP (ERP systems) Updated
 Benefit Realization List  from Project Requirements (project Scope
Plan)
 Completed ITSM (inc. Help Desk)
 Structure and Personnel
 ITSM SOP
 Lesson-learned Updated
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Appendix (All appendix take from IT PM and ERP PM Training Course by BAP Consulting )
20. Plan Risk Management (Risk - 11.1)
metode atau pendekatan yang ditempuh dalam mengelola risiko
proyek. Apa dan bagaimana tahapan prosesnya, dalam kondisi
apa, toolsnya (RBS-Risk Breakdown Structure), tekniknya
(interview, delphi technique, etc), dan sumber datanya.
peran dan tanggungjawab apas aja yang diperlukan dalam
manajemen risiko
bagaimana setiap aktifitas manajemen risiko di anggarkan
pedoman untuk penentuan, pengukuran dan alokasi
anggaran(budget) dan jadwal contingency
pengelompokkan risiko.
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Perlunya IT DepartemenAppendix – Risk Management
Identifikasi tingkat toleransi risiko, stakeholdernya dan tujuannya
masing-masing
Frekuensi dalam melakukan aktifitas manajemen risiko dan
waktu pelaksanaannya
Bagaimana aktifitas manajemen risiko di dokumentasikan, di
lacak, dan di audit
 Bagaimana dampak terjadinya risiko didefinisikan dan
diukur, untuk setiap aktifitas maupun secara
keseluruhan, contoh :
• Very High : budget overrun > 15%,
• High : overrun 10- 15%,
• Medium : overrun 7-10%,
• Low : overrun 3-7%,
• Very Low : overrun 1- 3%
 bagaimana probabilitas risiko di
definisikan dan diukur (umumnya
mempergunakan skala tertentu) contoh :
• Very High : >80%,
• High : 60 – 80%,
• Medium : 40 – 60%,
• Low : 20 – 40%,
• Very Low : 1- 20%
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