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[
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[ [ Winning Strategies for a
Successful Implementation
Presented by:
Jonathan Gross
Vice President and Legal Counsel
(866) 282-5899 ext 802
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[ [ What if I told you…
In the next couple of weeks…
your most valuable [insert function] manager…
will be leaving your company.
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[ [ What would you do?
• How long would it take you to:
– Find a replacement?
– Onboard that replacement?
• How much pain would you suffer?
– Financial?
– Business disruption?
– Employee strain?
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[ [ Now, what if I told you…
In the next couple of weeks…
You will lose your most valuable manager…
of each and every department!
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[ [
Represent a leanly staffed company?
Are planning to complete ERP selection in 2014?
Have turned your minds to ERP implementation?
Have started implementation-related tasks?
Ready for Implementation?
How many of you:
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[ [ Introduction – Pemeco Consulting
• Founded in 1978
• Independent consulting and advisory firm
• 500+ projects
• Implementation management guide sells in 40 countries
• Manufacturing and distribution client base
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[ [ Your ERP project’s org structure
Defining what you need in an internal PM
Defining core team member involvement
Sample process reengineering task
Implementation readiness: backfilling
Implementation planning (time permitting)
Agenda
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[
[ PROJECT ORG STRUCTURE
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[ [ Project Structure
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[ [ Steering Committee
• Executive leadership
• Project sponsorship
• Strategic decisions
– Budgets, resources,
schedules
• Empowerment of PM
• 4 – 6 hours/week
Select End-Users
Core Team
Project Management
Steering Committee
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[ [ Sample Decision
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[
[ PROJECT MANAGEMENT
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[ [ Project Management
• The different flavors
– Internal
– Contracted internal
– Vendor-supplied
Select End-
Users
Core Team
Project Management
Steering Committee
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[ [ CASE STUDY:
MARIN COUNTY V. DELOITTE, ET AL.
Key Facts • Paid $30 million for software and services
• Marin relied on project delivery expertise of
service provider
• Marin sued the vendor and services provider: – For alleged project staffing with inexperienced consultants;
– For alleged system inability to reconcile cash accounts, process payroll
• In two separate lawsuits, Marin sued for a combined $120 million (US)
• Marin settled for $3.5 million
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[ [ CASE STUDY:
MARIN COUNTY V. DELOITTE, ET AL.
…One More Key Fact
• The Services Agreement stated as follows:
• “Vendor shall initially assign each of the
individuals identified in Schedule 3.1.1 (omitted).
Each individual shall be subject to the County’s interview and
approval” [Emphasis added]
• “The County’s Project Director shall at all times… (b) have overall
responsibility for directing… the Project as a whole; and (C) be vested
with the necessary authority to fulfill all of the responsibilities of the
County’s Project Director…” [Emphasis added]
Reference: Gross, Jonathan. SAP, Deloitte, and Marin County ERP Lawsuits - A Parsing of ERP Implementation Project Management Duties, Inside-ERP, March 8, 2013.
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[ [ Sample Contract Language
• “[Customer] is solely responsible for the proper installation and
implementation of the Software.”
• “[Customer] will provide a project manager”
• “[Customer] will be responsible for project team validation and
acceptance testing”
• “[Customer] is responsible for managing the implementation… “
• “[Customer] is expected to allocate the resources as necessary to
accomplish tasks and stay on schedule.”
In other words, integrator PM is not accountable. Your company is.
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[ [ Responsibilities of Your Internal PM
PM
Teams
Internal
Steering Committee
Core Team
End Users External
Tasks
Planning
Process Reengineering
Data migration
System testing
Infrastructure, customizations
Cutover
Bu
dg
ets
Sc
he
du
les
Risk
s
Co
mm
un
ica
tion
s
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[ [ Four Pillars of an Internal PM
• Complex projects
People
Processes
Technology
• Ownership
• Buck stops here
• Hands-on project
execution
• Empowered by
Steering to apply:
Resources
Budgets
EXPERIENCED
ACCOUNTABLE
RESPONSIBLE
AUTHORIZED
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[ [ Internal PM Alternatives
• Pro: initial cost effectiveness
• Con: risking worst-case scenario Don’t hire an internal PM
• Pro: Full time expertise
• Con: Expensive, expertise leaves at end of contract
Contract experienced ERP PM
• Pro: Cost midpoint, retain knowledge
• Con: Expert is in-and-out
Designate “up-and-comer” & support
with expert PM
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[ [ Your Internal PM’s Profile
Characteristics
• Expertise – what’s unique about your project?
• Team player, influence both up and down
• Excellent communicator, organization skills
Roles
• Planner, task manager
• Facilitator, communicator
• Risk manager
Responsibilities
• Develop and execute project plan
• Make tough recommendations, “go/no-go”
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[
[ CORE TEAM
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[ [ Profile
• “A” players from each department
• Functional process
experts
• Cross-functional
knowledge
• Team players
Select End-Users
Core Team
Project Management
Steering Committee
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[ [ Roles and Responsibilities
• Business process reengineering
• Testing
• User documentation
• User training
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[ [ Sample – Reengineering Task
• 50% – 75% committed to project
• Receiving blueprint whitepaper
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[ [ Staffing Alternatives
1. Work longer hours
2. Hire
3. Cross-Train
Start planning now!
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[
[ WRAP-UP
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[ [
Project’s org structure
Steering committee responsibilities
Internal project manager requirements
Core team requirements
Backfilling planning best-practices
WRAP-UP
What we learned:
Q&A
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[
[ APPENDIX – PROJECT PLANNING
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[ [ Sample Implementation Plan -
Overview
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[ [ Sample Implementation Plan –
Planning Phase
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[ [ Sample Implementation Plan – Core
Team Training Phase
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[ [ Sample Training Plan
33
Create a New
Purchased Item
ZP-100000-XXX
(XXX) Your Initials
Use Script E001.1
Create a New
Manufactured E-Item
ZM-100000-XXX
(XXX) Your Initials
Use Script E001
Create a New
Revision for the
Manufactured E-Item
ZM-100000-XXX
REV001
Use script E001
Create a New BOM for the Manufactured E-Item
ZM-100000-XXX REV001
Add Item ZP-100000-XXX created earlier
Add item RSC-50-6AC120
Copy Bom ZM-100000-01
Add text to ZM-100000-00 “this is text”
Use script E001
Approve BOM
Revision for the
Manufactured E-Item
ZM-100000-XXX
REV001
Use script E001
Copy the
Manufactured E-item
To an Item
ZM-100000-XXX
REV001
Use script E001
Generate the P-BOM
Manufactured E-Item
and Finalize
ZM-100000-XXX
REV001
Use script E001
Set Phantom/Non-
Phantom for P-BOM
ZM-100000-XXX
REV001
Use script E001
Make Unreleased
REV002
Of ZM-100000-XXX
Copy Rev1
Change the Qty. of
RSC-50-6AC120 to 2
Do not approve
release or finalize
Use script E006
Check Inventory
RSC-50-6AC120
Check stock for
RSC-50-6AC120
Use script E008
Use MBC to Preform a
General Change
Replace RSC-50-6AC120
With RC-50A-56AC120
Only change your
ZM-100000-XXX
Use script E003.2
Make Revision
REV002 Current
using MBC
(Mass Bom Change)
ZM-100000-XXX
REV002
Use script E003.1
Review E007 Create
Item for Sales
Bookings
Very similar to E001
Review E009 Get
Serial Number from
Work Order
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[ [ Sample Training, Cont -
• 3. Select item ZM-100000-XXX.
• 7. Under description enter For MBC Example.
• 9. Leave the item signal blank.
• 10. Under Engineer select your name from the dropdown.
• 11. Set the BOM Quantity to 1, Unit Set to STD, and Unit to EA
• 13. Leave blank (should fill to engineering standards)
• 14. Save and closed (when asked if you want to copy BOM say YES)
• Skip steps 17-32. change the quantity of RSC-50-6AC120 to 2
• 33. Save and close
34
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[ [ Process Reengineering and System
Testing Tasks
• Core team members own and execute the tasks, with guidance from consultants
• Key phases and tasks implicating core team include: – Process reengineering and walkthroughs (1 to 2
mnths)
– Conference room pilot tests (1 to 2 mnths)
– Departmental pilot tests (1 to 2 mnths)
– Integrated pilot tests (2 to 3 weeks)
– Inventory physical (week/weekend)
– Cutover (weekend)
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[ [ Business Process Reengineering and
Conference Room Pilot Testing
Phase
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[ [ Sample Implementation Plan –
Departmental Pilot Testing Phase
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[ [ Sample Implementation Plan –
Business Process Reengineering and
Conference Room Pilot Testing
Phase