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Ten tips for optimal implementation of ERP
It may be one of the most solid and effective investments an organization can do – but implementing an ERP system can also be nothing less than a nightmare, as unfortunate and battle scars professionals around the world can testify. They are wrong, and the consequences for your business (and your own professional reputation) could be devastating. On the other hand, do well and your star could shoot up along with profits of your organization.
In an attempt to help members of the network that the project could be looking long and potentially dangerous is an application ERP, we turn to the experts to know what advice I could give. And here's the result: the sson Ten tips for an optimal ERP. Enjoy.
1. Do it for the business
The implementation of an ERP system is an enormous task that requires substantial resources and dedication from the beginning – Well, from the start, be absolutely sure that it is necessary first. This means making sure that the application is driven by the needs of the enterprise as and not just by the various departments or functions: insurance, what is good for departments or functions might be good for the entire organization – but that is not an absolute given, and the consequences of proceeding with a project as important only to make life easier for certain parts of retail business insignificant benefit could be disastrous.
"Even today I still see that the vast majority of ERP implementations are driven by IT," Philip warns, associate partner with Atos Consulting. "Often, the goal is to get the system on time and on budget. This is good, but often the business forget, and there is little profit in the baseline. In the examples of best practice business benefits of ERP are the predicted and measured in terms efficiency and effectiveness, and key business stakeholders are project management, supported by IT. "
2. Perfect your business model
So I thought long and hard, and believes this project is good for business: now you have to demonstrate that decision-makers the top of your organization. Even if you think you get the bill passed will be a walk in the park, however, do not skimp on the business case. A compelling business uber-case not only help lay to rest concerns executive, merely to put together (and thus fully explore the scope and potential impact of implementation) could also throw up a few new ideas about the needs and requirements of business and looks at the areas where you might be able to reduce costs, or take steps to greater efficiencies in the future.
"Especially in recent times all investments in ERP will have to have a model strictly business, "says Philip King." It is tempting to squeeze the budgets of projects for an ERP upgrade or approved. A better approach is to seek business benefits can be achieved by the new system, stakeholders gain acceptance and ownership, and track and manage their implementation. If high Executives can see the returns, they are more likely to ensure sufficient budget available and protected. "
3. Plan for the future
As those who have gone through the process can be confirmed, putting an ERP system in place is not something I want to do on a regular basis: that when preparing for what is after all sometimes a long and extremely costly process, is crucial to try to be as visionary as possible. It is integrated into the (as closely as practicable, given the information at hand) the future state of the company. Is the company expanding? Are the new processes coming on board, or change existing ones, by any right? While no one expected to be Nostradamus, at the same time that will lead to problems if a system made to address the Organization 1.0 can not cope with Version 2.0 …
"If necessary, it is important to plan changes to the organization and business processes," agrees David Turner, director of Unit 4 Agresso. "Any change will be taken into account in project implementation, the solution will be built with the structure and business processes in mind. "
4. Plan – complete and clear – who does what, when
As in the initial business case, planning your project should be as broad and as tight as possible (while still leaving the necessary degree of flexibility, of course). If everyone knows what they are supposed they should do, and when, how to get these things done will be so much easier. And that includes reporting: it is crucial ducts scheme crucial information to the right from the start, otherwise we run the risk of becoming blind critical developments that could in the project, simply because some no one should bring to your attention.
"Before starting a viable plan according to detail when, what and who" encourages David Turner. " Make sure the business model, strategies and requirements for documentation of business processes are correctly reflected in the planning and execution. Agree project reporting process that can be used by the project team and business. Should include project status, budget management, risk and emission controls and change control. Ongoing stakeholder management is very important, especially in longer projects. It is important that you accept all tolerances of the project with the project manager. This must include changes to the budget, resources and timeline. If you disagree project tolerances in which everyone will have all the issues can only be seen climbing the problems at some time after they have occurred. "
5. Assign the right people – and enough of them
If you know what to do, you should know how many people should do – right? Until time sensitive – but then maybe the company has a tough quarter, and perhaps the budget begins to be squeezed a bit, and maybe someone who should know better thinks you might be able to "encourage" a smaller team to do the same job … Be firm that the work requires sufficient resources to be done properly – and to highlight the potentially catastrophic consequences of making cuts here in particular. In addition, make sure that people have in the work are more than just heads to be counted: the staff you want the best quality in what is after all, a vital task with broad ramifications and long term.
"He has enough quality and quantity of project resources," advises King Philip. "Sounds obvious, but often is the biggest problem – how to make people day away from work. And of course you need the "A team" for large ERP implementations. Organizations use external resources – temps, contractors, consultants – but it is important that the new system is owned by the organization itself. So consider filling their own resources to get into the project and the additional recruitment of additional resources for the project itself. And once people are in the project make sure to stay there as long as necessary. New systems projects should be seen as a career, improving, so it is vital that people moving out of the project are addressed, otherwise nobody is going to volunteer for next. "
6. Choose the right partners
Domestic resources will not be the only ones working on this project, temps "Contractors, consultants" mentioned above will play an important role in bringing this project to fruition. Therefore it is important to be sure that you are working with the right people – and not only means that the people of his team are happy to leave beer on Friday night (although it is obvious comfortable the importance of establishing trust and mutual respect relationships – after all, you all are going to see much of each other). You need to find partners who can demonstrate the ability to work with and for you in all phases of the process – while at the same time, provides expertise to the table at a reasonable cost, of course.
"Make sure you've selected the correct application partners, "David Turner recommended." It is important that the software provider is represented correctly in the project. You have to get the right balance between the seller and the remedies. This project will help the property and the continued support of the solution. "
7. Meet regularly – and with an objective
Risking an ERP application – or any project, for that matter – because of a lack of communication with the project team is a sin so heinous that there is a special waiting room in hell reserved for offenders. Surprisingly, however, it does happen. It is imperative that the meetings are regular – and just as imperative that they are valuable. It may still be a value in compliance for the sake of the meeting (ensuring familiarity among team members, provide a forum for discussion, even if that day does not seem much to talk about) but it is infinitely more valuable to prepare a worthwhile program for each meeting and cover all aspects of the project systematically over a series of meetings.
"It's important to meet regularly with the project team. The project team will require the continued support of the business. This will include the management and delivery of business changes and resolve any problems escalated. Management completion of each phase of the project and understand any risks before the next stage / phase begins is important. If important issues are not resolved properly, the result could be more costly in terms of improvement, "says David Turner.
8. Remember to have enough time for testing
Even during the most favorable economic climate that there is a clear pressure application equipment to maintain timescales as tight as possible. Under the shadow of the current recession means that the pressure has risen to 11 – time is even more money. However, rushing through a application without sufficient time for testing is actually mining fool's gold, in the sense that the consequences could be far more costly than wisely invested time troubleshooting and stress-testing the new system.
"Project management is fixed on the live date, the design and construction is behind schedule. What happens? The testing period is compressed. It is important to allow enough time in an ERP implementation for testing – Systems performance, the user – in cycles with sufficient time for any duplication of work, "Philip says.
9. Focus on quality data
The road to hell may be paved with good intentions, but the path to hell ERP is indeed paved with unreliable data: it is impossible overstate the importance of ensuring that data are entered into the new system is as clean as possible, otherwise you end up with the equivalent of trying to fly an airplane combat in crude oil (with, possibly, similar consequences for your career to date glare) …
"A new ERP system offers a great opportunity to clean the old data, "says Philip King." And the new system is only as good as the data on it (garbage in, garbage out?). ERP systems in particular, are based on data of the first to boost the efficiency of cross-functional processes. So good advice is to ensure that the time and effort is placed on data cleansing and migration – that's a dirty job but someone has to do it! "
10. Ensure thorough documentation – And review – in the delivery
When everything is in place and ready to come into operation, you and your team might be tempted – and rightly – to celebrate a job well done. But all their work will not help if not given to the larger organization is the necessary understanding of how to maintain the system operational when it enters into force. It is crucial that you document as much detail as possible the structure of the new system, and instruct the company in the best shape of your operation and maintenance. On the one hand, many who worked on the implementation is expected to be moving on to bigger and better things within the company and will not be forever on guard to help with research new users – or anyone else for that matter – no doubt will have. This is particularly important when considering future needs: when it seeks to expand or extend the system in the absence of the original implementation team complete documentation is used to prevent deep, serious problems on the line. It is also important, for similar reasons – as well as to evaluate the overall success of the application – to have a thorough review of the entire project before makers to go their separate ways.
"When the project is delivered to the company must ensure that they have delivered through the project team (many of them through internal resources) adequate knowledge and documentation of business to manage the daily operation of the solution and understanding what can and you can not change … The project team will typically deliver the "platform for change '. It is normally the responsibility of the company to ensure changes business requirements are complete that point to the benefits for business. A post-project review will enable the formal end of project success prospects business. This review should include the software vendor, "concludes David Turner.
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This article first published in Shared Services and Outsourcing Network (sson) – Read here: title = "www.ssonetwork.com"> http://www.ssonetwork.com/topic_detail.aspx?id=5474&ekfrm=6&utm_source=ssonetwork.com&utm_medium=SMO&utm_campaign=DIRECTORIES&mac=SSON_External_Listing_2079
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About the Author
Jamie Liddell has worked in journalism since he was a 17-year-old cub reporter for The Tico Times, Costa Rica’s highly regarded English-language weekly newspaper. Holding an MA in English from Clare College, Cambridge University, Jamie came to the Shared Services & Outsourcing Network from the world of overseas property publishing where he worked on the industry’s best-selling publications for the UK and Ireland, and gave seminars at consumer and b2b exhibitions and conferences internationally.
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