Directing the ERP Implementation: A Best Practice Guide to Avoiding Program Failure Traps While Tuning System Performance, 1st Edition (Hardback) book cover

Directing the ERP Implementation

A Best Practice Guide to Avoiding Program Failure Traps While Tuning System Performance, 1st Edition

By Michael W. Pelphrey

CRC Press

380 pages | 137 B/W Illus.

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Description

Although many books outline approaches for successful ERP implementations, the data shows that most ERP efforts yield minimal return on investment (ROI), with most projects failing. Directing the ERP Implementation: A Best Practice Guide to Avoiding Program Failure Traps While Tuning System Performance supplies best practices along with a proven roadmap for improving the odds of system implementation success.

By adhering to the time-tested framework outlined in the book, your organization will be able to commit to the precepts and practices that lead to successful implementations. Supplying an innovative and fast-track, yet comprehensive, approach to ERP implementation success, the book provides practical guidance to help executive leadership do the right things along the ERP journey.

  • Explains how to engineer a project plan, generate requirements, and obtain a results-oriented commitment
  • Details the practical deployment framework essential for success and includes a variety of tools to position an organization for success
  • Describes how to ensure proactive involvement by the project team, executive sponsors, stakeholders, and working-level systems champions

Highlighting the essential planning ingredients that are frequently omitted from ERP implementation start-ups, the book provides readers with the planning framework and proven foundational methods and principles to ensure smooth planning and systems deployment, product quality, and maximum ROI.

The book covers everything from software selection and integration to common snags, traps, and black holes. Best practice tool sets include proven methods such as information workmanship standard, which defines quality; conference room piloting, which assists in matching teams to objectives seamlessly; education, training, and implementation framework, which addresses preparing the operating production environment; and project monitoring and deployment, covering project and risk management.

Table of Contents

PLANNING AND PREPARING FOR ENTERPRISE RESOURCE PLANNING SUCCESS

Creating a Project Plan

Planning Roadmap of Deliverables

High-Level Acceptance Criteria (Accept1)

End-Point System Expected Results (ToBeResult2)

Rules of Engagement (RulesOfEngage3)

Risk Management Plan (RiskMgmt4)

Quality Assurance Plan (QA5)

Requirements Management Plan (RqmtsMgmt6)

Configuration Management Plan (CM7)

Training Plan (TrainingPln8)

Collaboration Coordination Plan (CollabCoord9)

Project Health Reporting Plan (ProjHealth10)

User/System Documentation Plan (UserDoc11)

Knowledge Transfer Plan (KT12)

Communication Plan (Comm13)

Plan for Reviews (Toll Gates) and Walkthroughs (TollGate14)

Contractor Agreement Management Plan (CAM15)

Test Strategy (Testing16)

Business Information Assurance Plans (BIA17)

Information Systems Continuity Plan

Fault-Tolerant Plan

Software Implementation Strategy (SWImple18)

SoW—Managing Expectations through Project Life Cycle

Managing Change

Risk Management

Risk Management Strategy

Sample Risk Management Log, Mitigation Plan, Contingency Plan, and Risk Action Plan

Requirements Generation

Requirements Source

Requirements Generation Life Cycle

Attributes of Requirements

Process Engineering

Traceability Matrix

Requirements Documentation

A Final Comment about Requirements Generation

Senior Leadership Collaboration Workshop

Rules of Engagement

Project Rules of Engagement

High-Level Review of Requirements

Visionary Functionality

Projected Future Variance

Cost-of-Change Analysis

Triggers, Drill-Downs, and Simulations/Projections

Align Requirements Traceability to Committed Expected Results and Assign Accountability and Timetable for Achieving Results

Agree upon Measurement Scorecard

SECTION I WRAP-UP

SECTION II FOUNDATIONAL PRINCIPLES, TOOLS, AND STANDARDS

The Information Workmanship Standard

Definition of an IWS

Criteria for an IWS

Performance Measurements for Transactions, Documents, and Files

Job Functions Require an IWS

Documents

Return-to-Vendor Credit Document

RTV Credit Document Certification

Data Accuracy

End-to-End Process

Performance Goals and Objectives

Performance Accountability

Managing Performance Expectations

Certification

Systems Champions

Conclusion

The Conference Room Pilot

Definition of a CRP

Test Data Elements and Their Relationships

Educate and Train Users

Validate Policies

Test User Operating Procedures

Test Issue Resolutions

Alternative 1 Danger: Change the Current Operating System

Alternative 2 Danger: Change the Proposed System

Alternative 3 Danger: Defer Capability to a Later Implementation Phase

Try Something New Out for the First Time

Structuring the CRP

Deliverables Resulting from an Effective CRP

Statements of Issue Resolution

Functional Specification Input Document

Validation of Policies and Procedures

Software Application Certification

Enhancement Shakedown

Training prior to Cutover

General Points of Awareness

Conclusion

Education, Training, and Implementation Framework

Structuring an Education and Training Program

Perspective

Commitment

Setting Goals

Achieving Quality Education

Planning for New ERP System Education

The Field

The What

How

Timing

Location

Achieving Overall Program Efficiency

The Education Coordinator

Selecting Instructors

Preparing Instructors

Preparing Students

Debriefing and Student Evaluation

Course Preparation

Instructional Methods

Lecture

Demonstration

Discussions

Independent Study

Lesson

Ongoing Education

Implementation Framework

Overview

Project Planning and Control

Project Budget

Education Plan

Implementation Audits

Implementation Success Factors

Implementation Plan

SECTION II WRAP-UP

SECTION III PROJECT MONITORING AND DEPLOYMENT

Project Management

Visionary

Innovative

Flexible

Ingenuity

Agile

Exceptional Throughput

Nimble

Project Framework

Project Plan

Documenting AS IS

Project Schedule

Process Performance Management

Definition of Process Performance Management

Criteria for PPM

Job Functions Require a PPM

Data Accountability

Data Accuracy

Best Process Characteristics

Performance Goals and Objectives

Performance Measurements for Optimal "In-the-Trenches" Results

Performance Accountability

Managing Performance Expectations

Process Performance Measurement

Retooling Information Resource Management

Organizational Perspective

Parochial Performance Objectives

A Better Perspective—Value Streaming

Activities That Do Not Add Value and Lengthen the Process Time

Activities That Do Not Add Value but Perform Control Reviews

Activities That Add Value and Are Essential to Ensure Timely Customer Fulfillment

Refining, Streamlining, and Reducing Cycle Time

Refinement

Streamlining

Reduced Cycle Time

The "Vision" of the Business Process

Dreaming a Bit

Bringing Down the Job Description Walls

How Can a Radical Visionary Begin the Process?

Piloting Change

Hierarchical Structures

Productivity Incentive

Performance Measurements

Future Orientation

Lack of Leadership

Waste Management

Intellectual Energy Conservation

Agility Deployment

Developing Action Plans That Deliver Effective and Orderly Change

Prioritizing

Attributes of Effective Action Plans

Ownership

Flexibility

Simplicity

Service

Responsiveness

Cost

Emerging Natural Work Teams

Natural Work Teams

Consultive Review of Process (Independent Observation)

Consultation with Natural Work Team Downstream Nested Internal Customer

Daily Consultation with Internal Customer Users

Debrief with Functional Systems Champion

Process-Based Performance Measurements

Process-Based Performance Management

Performance-Based Compensation

Committing to the Journey

Snags, Traps, and Black Holes

Software

Strategic Concerns

Modifications

Interfaces and Integrations

Customizations

Hardware

Business Interruption

Backup and Recovery

Storage

History Retention

Database

Database Sizing and Space Allocation

Performance Benchmarking and Tuning

Business Process

The Big Package Deal

Lack of Ownership

Cross-Functional, Matrix Management, and Stalls

Managing Third-Party Relations and SoW

Portfolio Management

Project Management

ERP Performance Management

Timely Decision Management

Data Accuracy

Resource Commitment Breaches

ERP for the First Time

Miscellaneous

CSFs while Approaching GO LIVE

Stabilization

System Tuning

ROI Tracking

Conclusion

Appendix of Terms

Term Definition

SECTION III WRAP-UP

Appendix A (Chapter 1)

Communication Plan

Communication Strategy

Purpose

Objectives

Format

Communication Principles

Sample Risk Management Log, Mitigation Strategy, and Contingency Plan

Sample Risk Action Plan

Appendix B (Chapter 4)

Sample Job Function Information Workmanship Standard

Receiving Associate

Background

Information Workmanship Standard

Receiving Memo

Material Transfer (Dock-to-Stock)

RTV Shipping Document (RTV Credit)

Receipts-in-Process Locator

General Accuracy Guideline

Departmental Certification

Recertification

Sample Department IWS

Material Management Department

Background

Information Workmanship Standard

Certification

Sample IWS Written Exam

Appendix C (Chapter 5)

Sample Education and Training Matrices

Organizational Function versus Business Process Matrix

Individual by Transaction/Feature Matrix

Transaction/Feature by Session Matrix

Example of a Conference Room Pilot

Overview

Session Deliverables

CBS Conference Room Pilot Guidelines

CBS CRP Scenarios

Appendix D (Chapter 6)

Education Matrix Forms

Organizational Function versus Business Process Matrix

Procedures Training and Education Planning Matrices

Developing Objectives and System Measures

Cutover Checklist for a Formal ERP System

Start-Up Final Checklist

ERP Implementation Guide

Introduction

Overview of a Successful ERP Project

General Considerations for Systems Design

Maximize the Benefits from Using the Checklist

Module Checklist

Item and Product Structure

Inventory

Forms

Purchasing

Sales Order Entry

Master Scheduling

Work Orders

Work Center/Router

Material Requirements Planning

Cost Accounting

Outside Processing

Purchase Requisition

Vendor Supplied Material

Tooling Control

Product Change/New Product

Example of a Module Checklist

"Blank" Module Checklist Form

Sample Questions Asked When Reviewing Operational Documents for Procedural Impact

Questions for Review When Formalizing a Cost Accounting System

Appendix E (Chapter 7)

Project Core Team Members’ Roles and Responsibility Matrix (RACI)

Sample High-Level Project Schedule

Sample Requirements Tracking

Completed by Phase

Completed by Team

Sample Integrated Data Environment Report Diagram

Sample Data Mapping Form

Sample Milestone Progress Report

Appendix F (Chapter 9)

Overarching Goal of Project Success

Index

About the Author

Michael W. Pelphrey obtained his BA in business administration from California State University, Fullerton, California, and his MS in finance from West Coast University, Los Angeles, California. He has over 30 years of experience with a broad and varied background in the ERP marketplace. Not only has he been a user of ERP solutions, but he was also a director of technical and business consultants at Comserv, a leading ERP software company located in Stuart, Florida; an ERP project manager; an ERP business architect; and a partner at BDO Seidman, an accounting and consulting practice. Functionally, he was the president/CEO of a mid-market just-in-time manufacturing firm with nine divisions spread across the United States.

Throughout his career, he has supported, in varying degrees, over 300 ERP projects for Fortune 500 companies as well as mid-market and small businesses. As an executive and business architect, he was highly successful at driving dynamic gains in revenue and profit and market share in small to Fortune 500 arenas. As an expert in IT Program Management, he focused upon cost/schedule deliverables, customer service, and collaborative team proficiency. In addition, he was awarded IT Employee of the Year for Operational Performance (Fortune 100 Company).

He has been a frequent article contributor and speaker at the American Production and Inventory Control Society, the American Society for Quality Control, and the Society of Manufacturing Engineers.

About the Series

Resource Management

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Subject Categories

BISAC Subject Codes/Headings:
BUS053000
BUSINESS & ECONOMICS / Quality Control
BUS087000
BUSINESS & ECONOMICS / Production & Operations Management