1. ERP Project
Team 4
Dr. Teng
INSY-5357
Enterprise Resource Planning

2. Team 4 Project Group
 Tadjre Calhoun
 Jesus Reyna
 Scott Massey

3. Interviewee Background
 SAP Basis Architect Consultant
 Contractor
◦ 1998 – Present
 Specializing in ERP Implementations
◦ SAP
 All SAP Modules
 HANA - in-memory data platform that is deployable as an on-premise
appliance, or in the cloud
 NetWeaver - is a service-oriented application and integration platform
 Project Management
◦ Process from start to finish
 Tools Used for Interview
◦ Online synchronous tools (Blackboard Collaborate)
◦ email

4.  Tadjre Calhoun
◦ Company Background

5. Company Background
 Leading Manufacturer of Aerospace and Missile
Defense Systems
◦ Very competitive Market
 Focus on Research and Development
 SWOT Analysis
◦ Strengths
◦ Weaknesses
◦ Opportunities
◦ Threats
 Needs to always look to the future

6.  Scott Massey
◦ Nature of Initiative
◦ Role in the Initiative
◦ Context
◦ Organization

7. Nature of the Initiative
 Started July 2006
 ERP upgrade for SAP
◦ V4.6 – V4.7
 PRISM (Process Re-invention Integration
Systems for Manufacturing)
 APEX Project Team (Achieving Process
Excellence)

8. Role in the Initiative
 Project Manager
◦ APEX Project Team
 Other project responsibilities
◦ DBA (Database Administrator)
◦ Software and Hardware Architect
 Responsibilities included:
◦ Installation Layout
◦ Development/Integration of Modules
◦ Sizing the Project
 Which Modules to implement.
◦ Quality Assurance (Q&A)
 Testing using sand boxes

9. Context
 Upgrade was proposed:
◦ New Technology available
 New Features mean faster process times
◦ Most important; current version of SAP was no
longer going to be supported by SAP
 SAP recommends you to be current if using their
products
◦ Company growth
 Internally
 Externally (market demand growth)

10. Organization
 Coordination with upper management
◦ Upper management had to be on board
 Coordination of key personnel
◦ Module Owner
◦ Power User (consisting of approximately 10
employees)
 Created sand box implementation
◦ Testing all modules

11.  Tadjre Calhoun
◦ Scope
◦ Timeline

12. Scope
 All Modules where implemented with the
exception of the HR Module
◦ FI, CO, SD, MM, PP, PDM, QM, PM, SM.
 HR Module was not included due current
system was working well for them and
there were security concerns.
◦ PeopleSoft
 Integrates well with SAP

13. Timeline
 Started July 2006
 Their “Go Live” target date was set at 4
Months
◦ Very aggressive
◦ BIG BANG
 The project was completed within the allotted
time frame
◦ Due to extensive preparation
◦ Clearly defined goals

14. Outcomes
 Very successful
◦ Project Teams celebrated the “Go Live”
 Completed On time
 Measurement of success
◦ PRISM Provided improved execution of processes
for the Accounting and Manufacturing modules
◦ Improved user efficiency
◦ Overall customer satisfaction

15.  Jesus Reyna
◦ Focus Case Analysis
◦ Analysis and Recomendations

16. Focus Case Analysis
 Upgrading is always a challenge
◦ Planning
◦ Being prepared
 Information gathering
 Formula to determine complexity
 Functions that were utilized
◦ Research options
 Environmental variables
◦ Existing hardware and software
 Manager/employee buy-in

17. Analysis and Recommendation
 Following Best Practices
◦ Continue to follow
 Upgrades
◦ ERP Implementations not cut and dry
◦ Other considerations
 Employees
◦ Recommendations on their end
◦ Top Down support
 Summarize
◦ The thought and analysis that had to go into such an
implementation

18. The END!
 Questions and Answer