Anil Kumar Arpan Rani Binod Praveen Srinivasan

INTRODUCTION

The United States Army (USA) is the main branch of the United States Armed Forces responsible for land-based military operations. Primary mission of the army
"to fight and win our Nations wars by providing prompt, sustained land dominance across the full range of military operations and spectrum of conflict in support of combatant commanders."

The army is a military service within the Department of the Army, one of the three military departments of the Department of Defence.

MODELLING

Actors
External actors: Government, Citizen and Suppliers Internal actors: Institutional Army, Operational Army and Implementation partner

SPONSORSHIP S-D MODEL

Sponsorship: ERPs require sustained leadership, but army leaders rotate often, and one ERP implementation could span two or even three sponsors. Sponsors need to be engaged not brought in. They also need to convey the importance of continued engagement to their successors during transition.

CULTURE S-D MODEL

Culture: The army can be resistant to change since it is bound by history and culture. This is true not only of army but also of any organization. The system integrator can bring with him the experience, tools and methodologies. But a leader from within must understand the need to change and be ready to bring the change.

MODELLING OPERATIONAL ARMY

Both Operational and Institutional Army personnel occupy the role of communicator. The difference is in the roles covered by their positions. The role covered in case of operational army personnel as a communicator is to receive information and convey the feedback of the process whereas in case of Institutional Army personnel it is the other way round. i.e. convey information and receive feedback of the process.

MODELLING CITIZENS

Citizens of the nation occupy the position of taxpayers. Their role is to pay taxes on time and be informed about the spending by the government.

MODELLING GOVERNMENT AS LEGISLATOR

Government occupies the position of a legislator and the role covered is to allocate budget, in this case for army.

SR DIAGRAM

Used to understand the dependencies between the various actors involved. Issues to be considered:
Resistance to change. Internal stakeholders might oppose the change that is brought about by ERP implementation which may hamper the change management process. Sponsors can break the resistance and contribute to the goal of change management.

SOLUTION TO THE ISSUES CONSIDERED

Hiring a CONSULTANT

Experienced in ERP Unaware of processes used in Army Difficult processes / incorrect processes can creep hampering goal of ERP implementation(acts as a break)
Governance mechanism: monitor the activities and ensure that the process benefit the army (The Institutional Army )

Solution

Thus it breaks the break and assists in the objective of successful ERP implementation.

SR MODEL REPRESENTING DEPENDENCY BETWEEN CONSULTANT AND INSTITUTIONAL ARMY

ERP IMPLEMENTATION

The actor here are Implementation Partner and Institutional Army personnel.
Institutional Army are considered here as they will be using the ERP System
for the receiving and transferring and then storing the information. continuous requirement updates and for review the delivered working software.

Communication forms a very important part of ERP implementation process. It is necessary for successful ERP implementation that the end users are inline with the objectives set by the top management. Issue in Communication:

Due to incorrect information received by the soldiers hampers the change management process and act as a break for ERP implementation.

Handled effectively by introducing a feedback mechanism which can be used to modify the training requirements. Thus there exists dependency between Operational Army and Institutional Army personnel and the rationale between this dependency is to ensure effective communication so to aid successful ERP implementation.

ERP IMPLEMENTATION FOR AGILE

CHANGE MANAGEMENT

Benefits management and realization to define measurable stakeholder aims, create a business case for their achievement (which should be continuously updated), and monitor assumptions, changes, dependencies, costs, return on investment, dis-benefits and cultural issues affecting the progress of the associated work Effective communication that informs various stakeholders of the reasons for the change (why?), the benefits of successful implementation (what is in it for us, and you) as well as the details of the change (when? where? who is involved? how much will it cost? etc.) Devise an effective education, training and/or skills upgrading scheme for the organization Counter resistance from the employees of companies and align them to overall strategic direction of the organization Provide personal counseling (if required) to alleviate any change-related fears Monitoring of the implementation and fine-tuning as required

SR DIAGRAM FOR CHANGE MANAGEMENT

CHANGE MANAGEMENT FOR AGILE PRACTICES

Feedback and review helps the Implementation team to regularly update and revise the requirements for the next iteration of the working ERP system delivery.

If the team members involved in the ERP implementation does not have required expertise then it will hinder the change management.

SR DIAGRAM FOR CHANGE MANAGEMENT FOR AGILE PRACTICES

QUESTIONS ANSWERED THROUGH

MODELLING

Why does ERP Implementation encounter change due to misunderstanding of requirements?

The objective will not be achieved without understanding the requirements

Why does ERP Implementation poses a changedue to top management change?

Change in top management can lead to different definition of responsibilities and requirements. This can lead to failure of the project.

Why does insufficient funding poses a change for ERP implementation?

Insufficient fund will affect the team members salary and infrastructure availability.

Why does ERP Implementation may fail due to Low top management support?

Top management support is not adequate. Sustained management support is essential throughout the project to influence the success of ERP adoption.

Why does ERP Implementation poses a change due to inadequate user involvement?

User involvement is important in meeting expectations. Key users should be convinced of the system utility; moreover they must be confident and expert so that they can aid future users in training sessions.

CONCLUSION

We have proposed a technique for analysing and modelling organisational change management for ERP implementation using i* framework to model intentional relationship among strategic actors. Accurate information is essential for organisation like U.S Army to deploy necessary action for the defence of the nation.

This system will help them maintain the correct data to take decision in future for war fighting and other data related to operational area personnel.