Transcript ERP Implementation - Strategic Systems Group

Migration
MIGR-02
Preparing for an
Implementation
David Cervelli
Managing Consultant
Strategic Systems Group (SSG)
June 2007
ERPLN IMPLEMENTATION
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Why Upgrade?
Environment
Resources
Project Management
Data Migration
Pilot Testing
End-User Training
Go-Live Planning
Conclusion
WHY UPGRADE ?
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Version will not be supported
Need new functionality
Users not happy with current version
Corporate requirement
LOOK BEFORE YOU LEAP !
Identify . . .
• What is important
• What needs to be delivered
to . . .
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Users
Business
Management
Corporate
I/T
Long-term plans
CURRENT APPLICATION AND
ENVIRONMENT ASSESSMENT
Conduct assessment of current systems and processes
• Document current processes
• Document business requirements
• Rank requirements
• Must have
• Nice to have
• That would be nice
DATA MIGRATION ENVIRONMENT
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Pilot test company
Data migration company
‘Pristine’ company
Patch company – separate VRC
Development company – separate VRC
RESOURCES
Identify resources early in the process
• Project Sponsor
• Implementation Team
• Power Users
• Cross-functional Participation
• Project Leader
• Systems
• Data Migration Tools
CROSS-FUNCTIONAL
IMPLEMENTATION TEAMS
Input from multiple sources improves the outcome
• Get the Management perspective – make sure the right
business goals will be met
• Get the front line workers – they do the work and
understand better than most
• Leverage the power users’ knowledge of the business
and systems
• Need participation from each department
• When one person covers many departments
• Opportunities are missed
• Assumptions may be incorrect
INTERNAL RESOURCES
Strong leadership internally ensures success
• Project scheduling and management
• Requirements definition
• Process decisions
• Deliverables definition and tracking
• Testing
• Sign-offs
OUTSIDE RESOURCES
Use external experts to fill the gaps and meet resource
requirements
• Programming
• Data conversion
• Pilot testing and training support
• Software and hardware installation
• Documentation
• Free up internal resources to do more important
tasks
PROJECT MANAGEMENT STRATEGIES
Managing the project is key to success
• Project scope
• Decision-making powers
• Communication
• Risk assessment and management
• Issue tracking
• Identify milestones
• Budget
• Expectations
• Process ownership
DECISION MAKING
Don’t make process decision in a vacuum
• Include cross-functional teams in pilot testing
• Don’t assume you know all the upstream and
downstream processes
• Ask the people who do the work
DATA MIGRATION PROCESS
• Use tools designed to make this an ‘easy’ process
• Make your migrated data available early in project
• Incorporate into ERPLN Implementation schedule
• Schedule data refreshes to coincide with key project
events
• Involve key users who ‘know’ the data
• Validate, validate, validate
DATA MIGRATION INSIGHTS
• Don’t use migrated data too early in pilot testing
• Data cleansing is always a lengthy process
• Convert and consolidate the data early in the
processes
• Don’t assume since data was validated once it does
not need to be validated again
• Refresh data often
PILOT TESTING APPROACH
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Create test scenarios
Create new transactions
Process migrated transactions
Document results
Schedule formal pilot test cycles
PILOT TESTING
• Perform thorough pilot test early in the implementation
process
• Identify and document issues / gaps / additional
requirements
• Assign resources to issues, gaps and additional
requirements
• Pilot test environment is critical to success
• The right equipment
• The right people
• The right leadership
TRAINING END USERS
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Thorough training required
Train all users not just a few
Don’t shortcut training – you’ll pay for it later
People have different styles of learning
Wait until
• Pilot testing is complete
• Initial procedures are finalized
• Test company set-up and configuration is complete
• Your company’s data has been migrated to a test company
• Major customizations are complete
• Training must be full time – part-time students don’t learn well
• Training should be very close to go-live date
BRING IT ALL TOGETHER
Training
Business
Processes
DATA
Pilot Testing
GO-LIVE PLANNING
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Timing
Resources
Data validation
System management
Expectations
Anticipate the unexpected
CONCLUSIONS
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Planning
Resources
Time
Project Communication
The Right Tools
QUESTIONS
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David Cervelli, Managing Consultant
Nobo Nazuka, Senior Systems Consultant
Strategic Systems Group, Inc.
[email protected]