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ERP IMplementation
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Introduction to ERP systems and implementation ERP Implementation stages Guidelines for successful ERP implementation A case study : ERP implementation at OmanTel
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ERP provides the managers with a comprehensive overview of the complete business execution thus influences their decisions in a productive way.
ERP
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Implementing an ERP system in an organization is an extremely complex process. may even take years to implement in a large organization. necessitate significant on staff and work
It
Eventually
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changes
2.Integrate Information
Customer
Order
4.Reduce inventory
Assessing the chosen packages Preparing for the venture Gap Analysis Business process reengineering Designing the System In-house Guidance Checking The real test
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01.SHORTLISTING VENDOR
Involves
choosing few applications suitable for the company from the whole many ERP software does not happen all on a sudden or as a result of an overnight's discussion to be considered include :
Selecting
Things
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01.SHORTLISTING VENDOR
Flexible
Promptness
Compatibility
Credibility
Training 5/1/12
provided
team of experts will test and assess the package on 2 parameters : 1. Is it apt for the range of application in their field ?
2. What is the level of coordination that the software will help to achieve in working with other departments ?
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A team of officers will lay down the stipulations and criteria to be met and will report to the person of the highest hierarchy in the organization. Some guidelines are mentioned :
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04.GAP ANALYSIS
Gap analysis basically identifies analyses and as well suggests a sequence of steps to be followed after taking into account "What ought to be "and "what actually exists". It provides to overcome /bridge the gap.
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BPR analyses and suggests the structural changes. Its a crucial step . BPR is taken to conduct feasibility study and other restructuring exercises
The company can either restructure the business process itself or customize the ERP system so that it 5/1/12 suits the business process.
Implementing ERP Software to Suit Business Needs 1. A very costly affair for the firm .
2. Needs persons with greater working knowledge to design the systems. 3. The process will also require frequent updations.
Restructuring 5/1/12
This step helps to decide and conclude the areas where restructuring have to be carried on. When modifications in ERP software is required, design work is critical. The programmer has to be ready to make design changes during construction.
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07.IN-HOUSE GUIDANCE
The
employees in the company are trained to face crisis and make minor corrections as well trainers employed in the company must be trained on ERP before taking it to the other set of employees.
The
ERP
training should be a continual process and not a one day affair. 5/1/12
07.IN-HOUSE GUIDANCE
Some common mistakes that take place in ERP training : 1)Too much emphasis on technical aspects 2)Does not address business issues 3)Less importance to training
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4)Errors in administration
08.CHECKING
The
system is subjected to the wildest tests possible so that it ensures proper usage and justifies the costs incurred. Testing is a procedure that usually occurs before a company fully implements an ERP software package and the software goes live. can help identify problem scenarios
ERP
It
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08.CHECKING
1)Preparations of evaluation metrics 2)Evaluating the work periodically 3)Following contracts terms 4)Evaluating ERP performance
development is completed, the true unit testing occurs. designer must do integrated testing on all possible scenarios that may come out of the business process (different variations of the same process)
The
Once
unit testing is approved, then the solution can be delivered to the client for the go-live phase . 5/1/12
will be taught to make use of the system in the day to day and regular basis so as to make sure that it becomes a part of the system in the organization . firm must be prepared to look for alternatives to vendor supplied training.
The
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11.POST IMPLEMENTATION
The process of implementation will find meaning only when there is regular follow up and proper instruction flow thereafter and through the lifetime of ERP . will include all efforts and steps taken to update and attain better benefits once the system is implemented. conduct a post
This
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11.POST IMPLEMENTATION
ERP Software Limitations 1. Earlier best practices lost . 2. Firm now constrained to ERP system 3. ERP costs may be too much to bear 4. Takes away decision making power from employees
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was committed to full consultation and transparency with not only its customers, but also with its competitors, and the regulator
2.Vendor selection :
Selection
of Oracle was conducted through an evaluation workshop 5/1/12 organised by the vendor evaluation
The Omantel staff expressed concerns that the Oracle consultants seemed to have no time, or were unwilling, to share knowledge with the Omantel technical project staff. Overall, responsibility was assigned to an Omantel project manager, while technical leadership and consultancy was provided by Oracle
o
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and
sought to communicate and engage with all stakeholders and to provide advice on the likely impact of the proposed implementation.
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about 15 per cent of staff involved in the project did not receive any training at all. who did, did not practice and hence could not be productive . addition, the talent pool available
Those
In 5/1/12
was an over-reliance on Oracle to resolve technical queries. At the same time, precise details of the new systems were not clearly articulated. no time appeared to have been
Also 5/1/12
and
software
1) the requirement for change had been identified before testing began and had not been sufficiently addressed 2)changes had to take place 5/1/12 following a problem identified during
CONCLUSION
ERP
implementatio n is a long
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