Enterprise System Applications_5

8/2/2019 Enterprise System Applications_5

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Enterprise ResourcePlanning Systems

After Going Live


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After Going Live

An organization enters a stabilizationperiod characterised by a reduction inperformance

These can be due to new software and

processes encountered by the users An organization need to manage ERP

system issues to pull through thisperiod

Management must adress upgrades andevaluate the success of the project

(OLeary, 2000)


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ERP Support Organization

The implementation team must be available to supportusers. ERP project team will play an important role inaddressing the day-to-day ERP system operation.

Activities includes:

Detecting & responding to systems bugs

Respond to user queries

Adjust system parameters as the organization changes

Ensures a consistent production version of the software

Managing different ERP input and output capabilities

Maintaining and updating documentation and trainingmaterials

Maintaining and upgrading the software

(OLeary, 2000)


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Prof. Dr. Regina Polster/SummerEnterprise System

Application_64

Determine what needs to

be done or revised

Can be achieved by evaluating dataconversion, determine what newprocess bottlenecks have emergedsince system implementation, andassess whether documentation andtraining has been sufficient

(OLeary, 2000)


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Data conversion

- Old data need to be put into an appropriateformat for implementation- Changes to the data may be derived from a

number of resources eg. existence of newfields, and the development of new MAPs

- Reducing potential data conversion problemsrequires a number of actions:- Reconcile data from the old system with the ERP

data sources where applicable- Perform mapping from one database to another

(OLeary, 2000)


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Process Bottlenecks

Will always exist despite a successfulimplementation

Process bottlenecks will be different fordifferent firms

Approaches to find bottlenecks:

Listen to customers & partners(complaints and help desk questions)

Internal ERP data analysis (exceptionreports, transactiona data)

Organizational analysis ( talk to the

users)


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Documentation andTraining

System and process knowledgeis needed for the system towork, therefore appropriatedocumentation and training arerequired before going live.

The satisfaction ofdocumentation and training canbe assessed when the system isin use

Therefore the review ofchanges in documentation andtraining starts when the systemgoes live.

(OLeary, 2000)


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Compare Plan & Reality

System comparison involves at least 3 dimensions: Expected v/S actual system capabilities Planned and actual use Systems design & implementation

(OLeary, 2000)


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Evaluate success

Measuring system implementation success-Timing (first/second year after go live)

- Determine duration, costs, and benefits

- Choice rationale (technological, strategy and

business process rationales)- Balanced Scorecard technique for evaluatingperformance in organizations, it can also be used fordeciding whether to implement an ERP

(OLeary, 2000)


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Why ERP projects fails?

Some reasons: Lack of education

Lack of top management support and commitment

Not defining requirements corrrectly

Selecting the wrong ERP peckage

Lack of required resources employed by the client

Resistance within the organization

Solutions that does not fit the systemrequirements

Unrealistic expectations: benefits & ROI

Lack of training Unrealistic time and budget estimations

(Toolbox.com, 2009)


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Training

FAQ about User Training How should user training be timed?

Too early in advance can be forgotten, too late willnot be in time

How much training should users receive?

Depend on a particular module for which users arebeing trained for

How do you make up time lost on training?

Putting in extra hours, or making use of temporary

employees When should you train?

Training scheduled during working hrs = important,while after working hrs training = not so important asday-to-day responsibilities

How can employees be encouraged to train?


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Training

Training the Implementor Not only system users need to be

trained, those involved in

implementing the system shouldbe trained as well

Lack of knowledge of what the

system is all about can lead tounnecessary changes and costs

(OLeary, 2000)


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References

O Leary, D. (2000). Enterprise ResourcePlanning Systems. United Kingdom:Cambridge University Press

Toolbox.com, (2009). Why ERPimplementation fails. Retrieved March20, 2008, fromhttp://projectmanagement.ittoolbox.com/doc
http://projectmanagement.ittoolbox.com/documents/why-erp-implementations-fail-15304http://projectmanagement.ittoolbox.com/documents/why-erp-implementations-fail-15304

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Enterprise System Applications_5