a model of erp project implementation presented to: dr. dina rateb systems 508 presented by el 3yal...
Post on 26-Dec-2015
214 Views
Preview:
TRANSCRIPT
A model of ERP project implementation
Presented to: Dr. Dina RatebSystems 508Presented ByEl 3yal El Cobar
Outlines:
Terminology and Introduction
ERP implementation process models
The PPM of ERP implementation
The PPM phases
The PPM CSFs
Two case studies
Implications of the PPM for practice and research
Conclusion and future research
Terminology:
• ERP: Enterprise Resource planning.
• PPM: Project Phase Model Process Models).
• CSFs: Critical Success Factors.
Introduction:
ERP:
• Is the Enterprise Resource Planning.
• Implementation of ERP system is an extensive, lengthy, and costly process.
• Investment in the ERP is investment in both the software itself and the related services such as; consulting, training…etc.
• Although companies spend millions on both the packages and the implementation process, most companies experience considerable problems in the actual implementation project.
Introduction:
ERP:
• Focus on
• Evaluate
• Define
Relevant company processes in precise details
Introduction:
ERP:
• Beginning with system planning.
• Constructing project team.
• Moving on discrete project phases.
• Post-implementation review.
• Stabilization phase.
Introduction:
PPM /Process Models:
• Provides deeper understanding of the process.
• Provides guidelines for successful ERP implementation.
CSFS:
• Addresses difficulties of ERP implementation.
Both help better planning and more successful ERP implementation.
ERP Process Models
• Justification of creating PPM of ERP implementation.
• Allocation of responsible individual.
• Discrete phases of implementation
i.e. project is not another phase in the whole implementation enterprise.
• Presenting two case studies relating CSF to the PPM implementation phases.
* Unsuccessful case.
* Successful case.
What is A Best Practice Of ERP Implementation Process Model?
ERP Process Models
First: The Bancroft et al Model
It has 5 phases:
1.Focus
2.As is
3.To be
4.Construction& Testing
5.Actual implementation
ERP Process Models
First: The Bancroft et al Model
1.Focus:
Planning phase to set up key activities of the committee.
Selection of team members.
Developing guidelines principles.
Creating project plan.
ERP Process Models
First: The Bancroft et al Model
2. As is
Analysis of current business process.
Istallation of ERP.
Mapping of the business process to ERP finctions.
Training of project team.
ERP Process Models
First: The Bancroft et al Model
3.To be:
Outlines the high level design then detailed user-accepted design.
Interactive prototyping.
Constant communication with the user.
ERP Process Models
First: The Bancroft et al Model
4. Construction and testing phase:
Development of comprehensive configuration.
Population of test instances with withreal data.
Building and testing interfaces.
Writing and testing reports.
System and user testing.
ERP Process Models
First: The Bancroft et al Mode
5. Actual Implementation:
Building networks.
Installing desktops.
Managing user training and support.
ERP Process Models
Second: Ross Model
It has 5 phases:
1.Design
2.implementation
3.Stabilization
4.Continuous improvement
5.Transformation
ERP Process Models
Second: Ross Model
It has 5 phases:
1. Design
Planning phase for critical guidelines and decision making for implementation.
ERP Process Models
Second: Ross Model
It has 5 phases:
2. Implementation
Phases are similar to model 1.
Stabilization:
ERP Process Models
Second: Ross Model
It has 5 phases:
3.Stabilization
After cut-over.
System problems are fixed.
Improvement of company performance.
ERP Process Models
Second: Ross Model
It has 5 phases:
4.Continuous improvement
Functionality is added.
ERP Process Models
Second: Ross Model
It has 5 phases:
5.Transformation
Organizational boundaries and systems are maximally flexible.
Third: Markus and Tanis model
It has 3 phases:
1.Chartering
2.Project
3.Onwards and upwards
Third: Markus and Tanis model
It has 3 phases:
1.Chartering
Focus and designing phase.
Development of the business case of ERP.
Package selection.
PM identification.
Budget and schedule approval.
Third: Markus and Tanis model
It has 3 phases:
2. Project
Same as Bankroft’s
Software configuration, system integration, testing, data conversion, training.
Third: Markus and Tanis model
It has 3 phases:
3.Onwards and upwards
Subsidiary of Ross continuous improvements and stabilization phases.
Comments on the three models:
1.Markus & Tanis and Ross models include a planning phase which occurs prior to the actual implementation project.
2.These two models,unlike the Bancroft et al. model, collapse the actual implementation into one discerete unit.
3.Ross& Markus and Tanis models include a post-project phase in the model of the whole ERP implementation enterprise.
4.None of them relates critical success factors (CSFs) to the phases of implementation.
The following points will be discussed:
Introduction
ERP implementation process models
The PPM of ERP implementation
The PPM phases
The PPM CSFs
The case studies
Implications of the PPM for practice and research
Conclusions and future research
Introduction:
-ERP is the Enterprise Resource Planning.
-Implementation of ERP system is an extensive, lengthy, and costly process.
-Investment in the ERP is investment in both the software itself and the related services such as; consulting, training…etc.
-Although companies spend millions on both the packages and the implementation process, most companies experience considerable problems in the actual implementation project.
ERP implementation process models
In this section we review three of the ERP implementation process models:
Firstly, The Bancroft et al.model
It has 5 phases:
1.Focus 2.As is 3.To be
4.Construction& Testing 5.Actual implementation
Secondly, Ross Model
It has 5 phases:
1.Design 2.implementation 3.Stabilization
4.continuous improvement 5.Transformation
Thirdly,Markus and Tanis model
It has 4 phases:
1.Chartering 2.Project
3.Shake-down 4.Onwards and upwards
Comments on the three models:
1.Markus & Tanis and Ross models include a planning phase which occurs prior to the actual implementation project.
2.These two models,unlike the Bancroft et al. model, collapse the actual implementation into one disceret unit.
3.Ross& Markus and Tanis models include a post-project phase in the model of the whole ERP implementation enterprise.
4.None of them relates critical success factors (CSFs) to the phases of implementation.
The PPM of ERP implementation
The PPM model consists of two concepts:1-Implementation phases
2-Critical success factors (CSFs) Implementation phases:
ImplementationPhase
Preliminary Investigation
Analysis Phase
Design Phase
Focus As Is
To be
Construction & Testing
Actual Implementation
Design StabilizationImplementation ContinuousImprovement Transformation
Chartering Project Onward & UpwardsShake-down
Planning Project Enhancement
SDLC
Bankroft et al.
Ross
Markus & Tanis
PPM Phase
Set-up
RE-engineering
Design
Configuration & testing
Installation
Planning Project Enhancement
The PPM Project Phase
OutcomesProject
Outcomes
EnhancementOutcomes Planning
Outcomes Planning
Outcomes Enhancement
Planning Enhancement
Balanced Team
UnswervingChampion
Deliverable Date
(realistic)
Empowered decision makers
Management Support
Release of full time business experts
Vanilla ERP
Commitment to change
Definition of scope
CSFs linked to the success of the outcome
by a known causal mechanism
CSFs that are necessary and
sufficient for success
CSFs that are necessary for
success
CSFs that are associated with
success
OutcomesProject
Project
The CSFsThose few critical areas where things must go
right for the business to flourish.
Combining the PPM with CSFsNot every CSF is necessary for each Outcome
The CSF’s level of power and criticality is as follows:
1- Causal Links , 2- Necessity & Sufficiency,3- Necessity, 4- Association.When comparing a successful case and an
unsuccessful case there exist differences in the relationship between the phases of the PPM and CSFs
The case studies
Two case studies are discussed:
1-Oilco:ERP1
- unsuccessful case,over budget & over time.
-Reasons: full automation,improved levels of customer service,..etc.
-Benefits: better sales forecast, better data quality.
2-Exploreco: ERP 2
-Successful case, under budget &on time.
Reasons: dissatisfying system
-
Benefits: Reduction in mannual processes, re-engineering of processes, and improved time accounting.Phase CSFs
Oilco Exploreco
1.Planning Management support Management support
Champion Champion
Commitment to change Commitment to change
Vanilla ERP Vanilla ERP
Best people ful-time
Deliverable dates
definition of scope
Phase CSFs
Oilco Exploreco
2a.Set-up Management support Management support
Balanced team Champion
Definition of scope & Balanced team
goals
Vanilla ERP
Deliverable dates
Definition of scope & goals
Phase CSFs
Oilco Exploreco
2b.Re-engineering Balanced team Empowered decision makers
Definition of scope Management support
Balance team
Definition of scope &goals
2c.Design Best people full-time Management support
Management support Deliverable dates
Phase CSFs
Oilco Exploreco2d.Configuration
&testing Best people full-time Management support
Balanced team
Installation Management support Management supportCommitment to change Balanced team
Balanced team Commitment to change
Best people full-time
Case findings-similarities
1.The planning phase was clearly considered the most critical by both companies.
2.The installation phase was very similar in both cases.
3.Full-time were considered crucial in the installation phase of PPM.
4.There are no significant enhancement phase in either companies.
Case findings - differences
1.The importance of CSFs over all phases of the PPM
in the Exploreco case
2.The CSFs within the Exploreco were generally considered more important than with Oilco.
3.Strategic differences in the planning phase.
4.Facilitating the achievement of the CSFs.
5.Focus on the set up phase for the Exploreco.
6.Consistency and persistence of the CSFs throughout all phases.
Explanations for the similarities and differences
1-Organizational learning 2-The scope and complexity of each project
Comprehensive, Middle Level, Vanilla What Characteristics are used?
-Physical scope - Technical scope -Module implementation strategy, and -Type of re-engineering involved and resource
scope level
Implications of the PPM for practice and research
1.Large-scale ERP implementation projects are high risk and difficult to implement on time and within budget.
2.In both cases there was no marked enhancement phase.
3.The appointment of an experienced ERP implementer early in the project as a “champion” who is empowered to make decisions about the project is important to the success of the project.
4.The PPM model together with associated CSFs from the Exploreco case provides practitioners with a useful example of successful “Vanilla” ERP implementation.
Conclusions and future research
The PPM has a dual function:1.For researchers; it provides a foundation for further empirical research.
2.For parishioners need to pay more attention to planning phase and the CSFs in each phase.
THANK YOU FOR YOUR CONCERN
Till We Meet
top related