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Enterprise Resource Planning

Enterprise Resource Planning. - Presented by Rinkal Hirani. Session 5. Session 5. Success factors for ERP Implementation ERP Market place ERP Market Trends. Success factors for ERP Implementation. Project Planning Align the organization Architectural design

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Enterprise Resource Planning

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  1. Enterprise Resource Planning - Presented by Rinkal Hirani Session5

  2. Session 5 • Success factors for ERP Implementation • ERP Market place • ERP Market Trends

  3. Success factors for ERP Implementation • Project Planning • Align the organization • Architectural design • Transition project roles to a way of life • Data requirements • Apply planning and program management practices • Achieve balanced people, process and technology changes • ERP must be driven by a business case • Focus on capabilities and benefits

  4. Success factors for ERP Implementation • Make ERP related decisions quickly • Phased approach • Data conversion • Organization commitments • Create a partnership • Define metrics and manage them • Communicate and manage expectations • Extend capabilities beyond ERP foundation • Ensure sufficient budget

  5. Success factors for ERP Implementation • Encourage functional ownership • Develop dependency driven project schedules • Implement pre-project readiness assessment • Create project organization structure • Teach the organization to use new capabilities • Implementation review • Assign clear ownership of benefits

  6. ERPMarketplace

  7. ERP Market Trends • Industry specific development by ERP vendors • Addition of vertical specific functionality • Acquisition of smaller ERP players • Focus on smaller businesses

  8. Internal Assignment (2.5mrks) Any one of the following: • Five ways to leverage your ERP implementation • Five pitfalls of application package selection • What practices are found to adversely affect an implementation? (at least 10 practices)

  9. Internal Assignment (Compulsory)(2.5mrks) • Client Problem Prior to engaging the services of ABC Consulting, this consumer services company in Denver was using custom software developed in an AS/400 environment. Many of its core business processes were either manual or paper-based, and the company was also struggling with the issue of “sole dependency” on a single employee that understood the architecture and reporting of the legacy systems. In order to continue providing outstanding service to customers while growing through acquisitions, management knew that it needed to modernize its systems and business processes. • Problem Highlights • Outdated legacy systems • Manual business processes • Solution? • Measurable Business Result?

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