Week 6 - ES Implementation

Approaches to SDLC

Innumerable. - Waterfall - Prototyping (no analysis/design phase) - End user dev etc

The different project teams under PMO

*Functional Team* - Knowledgeable staff from each area *Infrastructure Team* - Implements hardware and software *Development Team* - Modify the software to meet the goals. *Conversion Team* - Convert the legacy data to the new system *Reporting Team* - Develop reporting framework and initial set of reports to be included in system implementation *Change Management Team* - Training and communications plan for the project.

Project Management

- Clear project plan and reporting structure -> project receives more attention; better accountability - Project owners, a project steering committee, and project executive must develop the hierarchy and determine *responsibilities*. - Businesses now have a Project Management Organization (PMO) within IT to provide the project management necessary for company projects.

Analysis and Design

- Decision on software is made, consultants and SMEs are also decided on - User reqs are analysed. Map the differences between current business processes and ones embedded in ERP software. - Design a change mgmt plan, list of embedded processes, UI screens and customised reports in ERP.

Project Management Office

- Defining roles, often used as job descriptions on a project Has: Project Leads: provide the input to management and coordinate team activities. Project Teams!

Implementation Stage

- Focus on installing and releasing system to end users + monitoring them. (4 phasing types) - feedback used for post implementation

Operation Stage

- Handover or knowledge transfer as support is transferred from vendor to help desk - Training of new users as modules become available -Managing of new releases of the software, patches and upgrades - Managing contract with vendor

Change Management (CM)

- Happens every step of the way (all stages). - failure occurs when attention is not paid to CM from the start 3 levels: - *SMEs & other internal users*: work with implementation team on all change management - *Change Manager*: Articulates vision for CM at first and then revise, monitor and implement constantly - *Top Mgmt*: support change mgmt team

Acquisition and development stage

- Purchase license and build the production version of software - Change mgmt team works with end users on implementing the changes in business processes - Data team works on migrating data - ERP sys is configured with proper security

The technical and organizational challenges in implementing an ERP system depend on

- the organisation - scope of implementation - business processes - skill level of end users

Types of ERP implementation Plans

1. Comprehensive: implementation of full functionality in addition to industry specific modules. Requires a high level of BPR. 2. Middle of the road: some changes in the core ERP modules and a significant amount of BPR. 3. Vanilla: Utilises core ERP functionality and best practice business process built into software. No BPR.

Typical SDLC Process

1. Investigate 2. Analyse 3. Design 4. Implementation 5. Maintenance

The 4 Implementation Methodologies

1. Phased 2. Parallel 3. Big Bang 4. Pilot

Traditional ERP Life Cycle

1. Scope and Commitment 2. Analysis and Design 3. Acquisition & Development 4. Go-Live 5. Operations

Scope and Commitment Stage

Stage 1 for ERP - Conduct feasibility study + scope of ERP implementation - Define ERP characterisitics - Develop long term vision and short term implementation plan - Conduct vendor selection