Directing the ERP implementation a best practice guide to avoiding program failure traps while tuning system performance 2015

Directing the ERP Implementation A Best Practice Guide to Avoiding Program Failure Traps While Tuning System Performance Michael W Pelphrey Series on Resource Management Directing the ERP Implementation A Best Practice Guide to Avoiding Program Failure Traps While Tuning System Performance Series on Resource Management RECENT TITLES Directing the ERP Implementation: A Best Practice Guide to Avoiding Program Failure Traps While Tuning System Performance by Michael W Pelphrey ISBN: 978-1-4822-4841-8 Building Network Capabilities in Turbulent Competitive Environments: Business Success Stories from the BRICs by Paul Hong and YoungWon Park ISBN: 978-1-4665-1575-8 Principles of Supply Chain Management, Second Edition by Richard E Crandall, William R Crandall, and Charlie C Chen ISBN: 978-1-4822-1202-0 Supply Chain Risk Management: An Emerging Discipline by Gregory L Schlegel and Robert J Trent ISBN: 978-1-4822-0597-8 Supply Chain Optimization through Segmentation and Analytics by Gerhard J Plenert ISBN: 978-1-4665-8476-1 Vanishing Boundaries: How Integrating Manufacturing and Services Creates Customer Value, Second Edition by Richard E Crandall and William R Crandall ISBN: 978-1-4665-0590-2 Food Safety Regulatory Compliance: Catalyst for a Lean and Sustainable Food Supply Chain by Preston W Blevins ISBN: 978-1-4398-4956-9 Driving Strategy to Execution Using Lean Six Sigma: A Framework for Creating High Performance Organizations by Gerhard Plenert and Tom Cluley ISBN: 978-1-4398-6713-6 Building Network Capabilities in Turbulent Competitive Environments: Practices of Global Firms from Korea and Japan by Young Won Park and Paul Hong ISBN: 978-1-4398-5068-8 Integral Logistics Management: Operations and Supply Chain Management Within and Across Companies, Fourth Edition by Paul Schönsleben ISBN: 978-1-4398-7823-1 Lean Management Principles for Information Technology by Gerhard J Plenert ISBN: 978-1-4200-7860-2 Directing the ERP Implementation A Best Practice Guide to Avoiding Program Failure Traps While Tuning System Performance Michael W Pelphrey CRC Press Taylor & Francis Group 6000 Broken Sound Parkway NW, Suite 300 Boca Raton, FL 33487-2742 © 2015 by Taylor & Francis Group, LLC CRC Press is an imprint of Taylor & Francis Group, an Informa business No claim to original U.S Government works Version Date: 20150126 International Standard Book Number-13: 978-1-4822-4842-5 (eBook - PDF) This book contains information obtained from authentic and highly regarded sources Reasonable efforts have been made to publish reliable data and information, but the author and publisher cannot assume responsibility for the validity of all materials or the consequences of their use The authors and publishers have attempted to trace the copyright holders of all material reproduced in this publication and apologize to copyright holders if permission to publish in this form has not been obtained If any copyright material has not been acknowledged please write and let us know so we may rectify in any future reprint Except as permitted under U.S Copyright Law, no part of this book may be reprinted, reproduced, transmitted, or utilized in any form by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying, microfilming, and recording, or in any information storage or retrieval system, without written permission from the publishers For permission to photocopy or use material electronically from this work, please access www.copyright.com (http:// www.copyright.com/) or contact the Copyright Clearance Center, Inc (CCC), 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400 CCC is a not-for-profit organization that provides licenses and registration for a variety of users For organizations that have been granted a photocopy license by the CCC, a separate system of payment has been arranged Trademark Notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe Visit the Taylor & Francis Web site at http://www.taylorandfrancis.com and the CRC Press Web site at http://www.crcpress.com This book is dedicated to Brock and Isaac, my grandsons, that they may be inspired and led by wisdom Contents Preface xv Author xvii Acknowledgments xix Annotated Table of Contents xxi Executive Summary xxiii Section I PLANNING AND PREPARING FOR ENTERPRISE RESOURCE PLANNING SUCCESS  1 Creating a Project Plan .3 1.1 Planning Roadmap of Deliverables 1.1.1 High-Level Acceptance Criteria (Accept1) 1.1.2 End-Point System Expected Results (ToBeResult2) 1.1.3 Rules of Engagement (RulesOfEngage3) 1.1.4 Risk Management Plan (RiskMgmt4) 1.1.5 Quality Assurance Plan (QA5) 1.1.6 Requirements Management Plan (RqmtsMgmt6) 1.1.7 Configuration Management Plan (CM7) 1.1.8 Training Plan (TrainingPln8) 1.1.9 Collaboration Coordination Plan (CollabCoord9) 1.1.10 Project Health Reporting Plan (ProjHealth10) 1.1.11 User/System Documentation Plan (UserDoc11) .11 1.1.12 Knowledge Transfer Plan (KT12) 11 1.1.13 Communication Plan (Comm13) 11 1.1.14 Plan for Reviews (Toll Gates) and Walkthroughs (TollGate14) 11 1.1.15 Contractor Agreement Management Plan (CAM15) 12 1.1.16 Test Strategy (Testing16) 12 1.1.17 Business Information Assurance Plans (BIA17) 12 1.1.17.1 Information Systems Continuity Plan 12 1.1.17.2 Fault-Tolerant Plan 12 1.1.18 Software Implementation Strategy (SWImple18) 13 vii viii ◾ Contents 1.2 1.3 1.4 SoW—Managing Expectations through Project Life Cycle 13 Managing Change .15 Risk Management .17 1.4.1 Risk Management Strategy 17 1.4.2 Sample Risk Management Log, Mitigation Plan, Contingency Plan, and Risk Action Plan 18  2 Requirements Generation 19 2.1 2.2 2.3 2.4 2.5 2.6 Requirements Source 20 Requirements Generation Life Cycle 22 Attributes of Requirements 24 Process Engineering 26 Traceability Matrix 26 2.5.1 Requirements Documentation 28 A Final Comment about Requirements Generation 29  3 Senior Leadership Collaboration Workshop .31 3.1 3.2 3.3 3.4 3.5 Rules of Engagement 32 3.1.1 Project Rules of Engagement 32 High-Level Review of Requirements 33 Visionary Functionality .35 3.3.1 Projected Future Variance 35 3.3.2 Cost-of-Change Analysis 36 3.3.3 Triggers, Drill-Downs, and Simulations/Projections 36 Align Requirements Traceability to Committed Expected Results and Assign Accountability and Timetable for Achieving Results 37 Agree upon Measurement Scorecard 39 Section I WRAP-UP Section II  FOUNDATIONAL PRINCIPLES, TOOLS, AND STANDARDS  4 The Information Workmanship Standard 45 4.1 4.2 4.3 4.4 Definition of an IWS 47 Criteria for an IWS 48 Performance Measurements for Transactions, Documents, and Files 50 Job Functions Require an IWS 51 4.4.1 Documents 51 4.4.2 Return-to-Vendor Credit Document 52 4.4.2.1 RTV Credit Document Certification .52 4.5 Data Accuracy .52 4.6 End-to-End Process .53 4.7 Performance Goals and Objectives 54 4.8 Performance Accountability 55 4.9 Managing Performance Expectations 57 4.10 Certification 58 328 ◾ Appendix E (Chapter 7) Legend: R = Responsible A = Accountable C = Consulted I = Informed Responsibility A working knowledge of the project health process, IT book of business and procedures, and portfolio management Recommend project team direction with regard to changes Actively promote and communicate project status to executive management Act as the primary interface between the technical staff, users, and project manager Administer the overall poject change process Approve any changes in schedule, budget, or scope Assist in the creation of the cost accounts and appropriate budgeting process Pr oj ec tS Le ad pon so er r Pr shi p oj Te ec t am A dv Man iso ag Ch ry B er an o ge ard Co C nf on tr ig SW Mg ol En mt Sy gr/ st em Plat Pr s E form n oj ec gin En Sy t Co eer gr/D st BA em ntr o Su s C ller h bj ec am Pr t M pio oj ec atte n Q t M r Ex A et ho per t Fu lo nc gi st tio na St lM ak eh a Co old nag er m er m Su un bc ica on tio n tr Ri sk act s M an M M a a a Is su nag nag ger es er er D Fac oc um ilita en tor ta tio n Fa ci lit at or E.1 Project Core Team Members’ Roles and Responsibility Matrix (RACI) A R R C R R C A R R C R R R C C C A C C C C A C C C C R R C A R R R R R R R R R R R R R R R R C C R R R R A R A R R C C C A C 12 Communicate key business priorities and project milestones of similar product life cycle management projects to the project team C C R C C C A C C R A C 16 Comprehensive knowledge and experience in product life cycle management, product data management, applicable technical disciplines, procedures, standards, and related desk instructions C C C C C C R C C C C C C R R C C A C C C C C C C C C A 17 Comprehensive knowledge of systems engineering and CMMI processes A C C C C C C C C C C C C C C C C C C R A R 20 Coordinate and oversee defect reviews 21 Coordinate and oversee QA reviews 22 Coordinate project use of project portfolio database 23 Collaborate on flow-down communications 24 Collaborate and lead schedule meetings and assist in resolving schedule/resource conflicts R R A A A R R R R A A 25 Develop an overall project schedule to evaluate interdependencies and impacts between varous levels of resources areas conflicts A R R R 26 Establish contacts within, serve as technical liaison between all support departments, and facilitate communications and information sharing R A R R R R 31 Help ensure that changes are input into appropriate database and communicated to all interested parties C A R 19 Follow-up with project manager to ensure open items are resolved on schedule and escalate noncompliances in a timely manner 27 Evaluate and assess impacts derived from new schedules and request for change 28 Extensive project management experience 29 Help ensure appropriate resources are committed to successfully execute the project 30 Help ensure committed resources successfully execute on schedule C A 11 Collaborate with extended team on similar or concurrent product life cycle management projects 18 Concur with quality indicators reported in program management review C R 10 Collaborate closely with the IT, functional managers, system engineer, and project manager to ensure alignment of objectives and commitments 13 Communicate project status to leadership team, Advisory Board, and sponsors 14 Complete earned value training 15 Complete IT project management training C R A R A Collaborate with extended team on schedules, issue/risk identification and resolution, change management, configuration management, status processes, and communications Collaborate with project manager to determine/define project priorities C R A A A R R C C C C C C C C C C R R C C C C C A R R C C C C C C C C C C R R C C C C C R R A R Appendix E (Chapter 7) ◾ 329 Le oj Pr Responsibility 32 Help ensure executive alignment in support of project strategies ec tS ad pon so er r Pr shi p oj Te ec t am M A dv an iso ag Ch ry B er an o ge ard Co C nf ont ig r SW M ol g En mt g r/ Sy P st em latf or Pr s E m ng oj En ec in gr Sy t C eer /D o st BA em ntr ol s Su le bj Cha r ec m tM p io Pr a n oj ec tter Ex Q tM p A et ho ert Fu lo nc gi st ti St ona ak l eh Ma n o Co ld ag er m er m Su uni ca bc on tio ns tr Ri M sk act an M M ag a a Is er su nag nag er er es D Fac oc i um lita en tor ta tio n Fa ci l it at or Legend: R = Responsible A = Accountable C = Consulted I = Informed A R R C 33 Help ensure issues are captured and communicated and resolved 34 Help ensure IT performance is consistent with customer requirements and service-level agreement 35 Help ensure IT performance exceeds customer expectations regarding cost, quality, schedule, and risk 36 Help ensure project management effectively executes project charter 37 Help ensure QA reviews are defined, scheduled, and performed on schedule A R R R R A C C 38 Help ensure risks are logged and statused regularly 39 Help ensure that stated business requirements are met and business results achieved 40 Help ensure team is using guidelines and templates developed for the project A R A A R R C C C C R R R C C C C C 43 Help ensure that CMMI and architecture requirements management process are properly adhered 44 Help ensure that risk reduction procedures within the design process are followed and properly documented 45 Lead process tailoring and template development process 46 Help ensure that all changes are documented, analyzed for impact, and tracked to completion C R R C C C C C R R C C C C C C C R C C C C C A R A R R A R R A R R A A R 47 Manage, coordinate, and communicate changes to the documentation 48 Manage, coordinate, and communicate changes to the configuration baselines and participate on the change control board 65 Participate in project risk management activities C A C A 64 Participate in development of and concur with the QA section of the project plan, participate in peer reviews, and provide process guidance and coaching to project management and technical team R C A 41 Help ensure all processes and documentation meet the architecture and CMMI standards where applicable 51 Meet with project team to provide direction as required 52 Meet as required 53 Meet weekly 54 Collaborates and mitigates variances to scope, scheduling, resources, risks, and issues management 55 Meet with project team regularly to discuss project scheduling, scope, issues, and ad hoc status 56 Meet with technical and user team to discuss project scheduling, scope, issues, and ad hoc status 57 Meet with user team regularly to manage expectations and update as needed 58 Mentor other staff in various systems engineering and technical disciplines 59 Must be available for requirements gathering and definition and end product testing 60 Must complete “all up” process training and QA reviewer training with a minimum acceptable quality score 61 Must have a good working understanding of MS project and the earned value template 62 Must have agreement with project management for both assignment and changes to resource commitments 63 Must understand architecture policies and procedures as they relate to project management and scheduling C R 42 Help ensure that all verification and validation testing can be traced to customer requirements, the decomposed functional requirements, and allocated component requirements; and that the test results are properly documented 49 Initiate/participate in quick response decision sessions as required 50 Initiate/participate in quick response adjudication sessions as required R R R R A I I A R C C C C A I R C C A C C C C R R R C R C A R R A R R R R I C C C C C C A A A C C C C C C C C C C C C C C C C C C C C C C C C C C C C C C C C C C C R A A R A R A R I A A R R R A R R R R A R R A R R R R A Pr o je c er ad Le Pr o Responsibility 66 Participate in project status preparation 67 Participate in any rebaseling or replanning activities je c sh ip tS po ns or Legend: R = Responsible A = Accountable C = Consulted I = Informed Te am Ad t M vi ana so ge r Ch ry B an oa g r Co e C d nfi ont ro g SW Mg l m t En Sy gr/ P st em lat f Pr s E orm n oj ec gin En gr Sy t Co eer /D st BA em ntr o Su s C ller h bj ec am Pr t M pio n oj a e c tte Q t M r Ex A et ho pert Fu lo nc gi st ti St ona ak lM eh a Co old nag e er m m r Su uni bc cat io on ns tr Ri M sk act M ana M an an ge Is a r a su es ger ger Fa D oc cili um tat en or ta tio n Fa ci lit at or 330 ◾ Appendix E (Chapter 7) A A R R R R 68 Perform all user assigned tasks throughout the project including the planning and execution of cutover to new/modified systems R 69 Periodically manage, coordinate, and communicate high and medium priority issue items and corrective active plans throughout the project life cycle to the project manager R 70 Periodically manage, coordinate, and communicate high and medium priority risk items and mitigation plans throughout the project life cycle to the project manager R 71 Plan, establish, and maintain the integrity of the issue management activities using issue identification, issue assessment, issue tracking, and issue closure processes R 72 Plan, establish, and maintain the integrity of the risk management activities using risk identification, risk analysis, risk prioritization, risk mitigation planning, risk tracking, and risk monitoring and closure processes R 73 Plan, establish, and maintain the integrity of the work products using configuration identification, configuration control, configuration status accounting, and configuration audits R 76 Provide a quality gate and single focal point for external communication 77 Provide an escalation pathway for project management R A 83 Provide funding for solution 84 Provide guidance for project prioritization 85 Provide input into project planning activities 86 Provide leadership and direction for nonrecurring and recurring investments R C A R R R A R R R R R R R R R A A A A R R A C C R R R A A R C 80 Provide consultation, support, and guidance in the use of effective processes, methods, and tools 81 Provide customer satisfaction results to project team monthly 82 Provide executive guidance and direction to project management, as needed A A R 78 Provide analysis and/or insight into project feasibility and technical risk identification 79 Provide communication of intitial customer requirements to IT and sponsor integrated IT teams in support of delivering results to defined requirements R R R 74 Plan, establish, and maintain the user and systems documentation 75 Primary IT interface into the internal customer business element R R R A C C A C R A C R R R R R A R R R A R R R R C C R R C C C C C C C A R R A R C C R R R R R R R R C C C C C C C R R 87 Provide adjudication and mediation for any deadlocked issues between IT and functional teams A R 88 Provide overall guidance to project management A R 89 Provide overall technical guidance to team members and lead the efforts for prototyping and developing conceptual models R R R C C C R 90 Provide support for operational readiness, to include such items as new/updated customer policies and procedures A R R 91 Proxy for decisions for area of responsibility 92 Responsible for acceptance of QA processes 93 Responsible for acceptance of risk mitigation plans A C R R C R A R C C C C C C A C R R A 94 Responsible for all conversion, interface, and reports of the system including applicable software support tools, architecture standards, hardware, and infrastructure R A R 95 Responsible for all technical elements of the system including baseline software, configuration and customization, reports, interfaces, and applicable hardware and infrastructure R R A 96 Responsible for collecting hours across the project and ensuring that correct resources are charging to the correct charge numbers R R R R R R R R R R R R R R R R A R R C C R Appendix E (Chapter 7) ◾ 331 tS po e r n so Pr ship r oj ec Te a t Ad Ma m na vi so ge ry r Bo ar d Co nf ig SW Mg m En t Sy gr/ ste Pl m atf o Pr s En rm oj ec gine Eng tC r/ er Sy D BA ste ont ro m Su s C ller bj ec m Pr t M pio n at oj te ec tM rE Q xp et A ho ert Fu lo gi nc st tio na St lM ak eh an o a Co ld er g e r m m Su uni ca bc on tio ns tr Ri M sk act an M M ag an a Is er ag nag su er er es Fa D oc cilit um at en or ta tio n Fa ci lit at or Legend: R = Responsible A = Accountable C = Consulted ec Ch Le Pr oj Responsibility 97 Responsible for communicating technical infrastructure requirements to support the system including computer hardware, operating systems, peripherals, networks, and database ol tr on eC g an ad I = Informed R A R A R 98 Responsible for contractor PO management 99 Responsible for defining the format, content, frequency, and participants in project communications 100 Responsible for detailed schedule development/progress A 101 Responsible for development of technical SoW 102 Responsible for escalation resolution A 103 Responsible for filling out the user satisfaction survey monthly R R R R R A 105 Responsible for identification, communication, and management of technical issues/risks R R R R 109 Responsible to ensure the information is provided to the technical team in a timely manner A R 112 Responsible to ensure the information provided to the technical and user teams is valid and current R R R R R R A R R R A R R R R A A R R A A R R R R R R A R R R R 110 Responsible to ensure the overall quality of software product 114 Responsible for management of scope, schedule, budget, and quality of project deliverables R R R 108 Responsible to ensure earned value reporting is done on time 113 Responsible to ensure workplans meet the project schedule requirements R R R A R 107 Responsible to ensure that development processes are in compliance with architectural standards 111 Responsible to ensure overall requirements are properly met A R A 104 Responsible to help ensure that issues and risks are properly communicated, escalated, mitigated, and managed 106 Responsible for identifying, mitigating, and managing project risks R R R A R R R R R R R R R R A R R R R R 115 Responsible for negotiating price on enterprise software and support needs A 116 Responsible for overall IT participation A 117 Responsible for overall project execution C R A R 118 Responsible for overall project performance and success R R A R I C C C 119 Responsible for providing guidance on approved products acceptable software solutions C C I C C A R C R C R R A R R R 122 Responsible for publishing the project health worksheet A R R R A 124 Responsible for executing the user acceptance testing process 126 Responsible for status reporting to project manager weekly C C C R R R R 121 Responsible for publishing results of the program management review results to project health monthly 125 Responsible for status reporting to executive leadership and functional management C A 120 Responsible for providing test scenarios and criteria 123 Responsible for recommendations on overall project scope, budget, cost, and schedule C R R R R A R R R R R A R R R C C A R R R er ad Le Pr Responsibility oj ec tS po Legend: R = Responsible A = Accountable C = Consulted I = Informed ns o Pr ship r oj Te ec am Ad t M an vi ag so e Ch ry B r o an ge ard Co C nfi on tr g SW Mg ol En mt g Sy r ste /Pla tf m Pr s E orm ng oj ec in Eng t r/ Co eer Sy D st BA em ntro s Su Ch ller bj ec am Pr t M pio n a oj e c tte rE Q tM A et xpe ho r t Fu lo nc gi st t io n St ak al M eh an o Co ld ag er m er m Su unic bc at io on ns tr Ri M sk act an M M ag a an Is er ag nag su er er es D Fac oc ili um tat en or ta tio n Fa cil ita to r 332 ◾ Appendix E (Chapter 7) 127 Responsible for the management of committed resources A R 128 Responsible for the capabilities, skills inventory, performance of those resources including training, commitment of availability, timeliness of completion of deliverables, and quality of resource product delivery A R R R R 129 Responsible for the day-to-day leadership of the overall project A 130 Responsible for the day-to-day leadership of the project technical resources R R R R R R R C 131 Responsible for the functional financial elements of the project C A R R A 132 Responsible for the IT financial elements of the project A 133 Responsible for the monthly budget variance reports R A R R 134 Responsible for the monthly earned value hours/dollars/graph on functional and IT results R A R R 135 Responsible for overall quality of the “AS IS” and TO BE project documentation R 136 Responsible for the customer requirements and traceability document R 137 Responsible for the technical and process requirements document R A R R A R R R A R R 138 Responsible for reporting chargeable hours R R R R R R R R R R R R R R R R R R R R 139 Responsible to review project schedule, issues, and status C C A C C C C C C C C C C R R C C C C C R R R R R R R R R R R C R R R R R R R 140 Review and approve all formal project documentation, project plan, and schedule 141 Review and evaluate performance metrics 142 Review and approve requirements documentation A R R A R A 143 Review weekly QA process metrics with project management R 144 Review/approve expenditures for capital and expense computer equipment A 145 Review/approve expenditures for direct, indirect, labor, and nonlabor expenses A R R A I 146 Review/approve other related schedules/workplans to ensure stated project milestones meet project requirements A 147 Serve as a focal point for all project change requests and change-related metrics A 148 Sets direction and priorities for system champions and super users R 149 Supports project manager in allocating budget to project entities and contract POs R A 150 Supports project manager in reclassifying budget to proper project labor charge numbers R A 151 Supports project manager in generating budget versus actual expenditures as needed R A 152 Track project actions and trigger reminders as needed A 153 Use and report earned value to support the project (cost and schedule) requirements, contribute to lessons learned activities, and archive appropriate documents R 154 Collaborate with customer to manage changing project priorities 155 Work with software engineering, platform engineering, network engineering, and DBAs to provide overall technical leadership to ensure integrity and validity within the architecture to conform to customer requirements C R R R R R R R R A R R R R R A A A R R R R R Appendix E (Chapter 7) ◾ 333 E.2  Sample High-Level Project Schedule There is a need to track enterprise resource planning (ERP) deliverable progress This is an example of a high-level (or milestone) software segment of the ERP implementation briefing chart It may be expanded to include nonsoftware-related deliverables as well In addition to this high-level briefing tool, the project core team will likely use MicroSoft (MS) Project to detail track all the tasks essential for the ERP implementation The detailed task includes start/complete dates, responsible resource, dependencies, and the percentage complete Apr-14 May-14 Jun-14 Jul-14 Aug-14 Sep-14 Oct-14 Nov-14 Dec-14 Jan-15 Feb-15 Mar-15 Scope Requirements Design Configuration Test Training Go Live/Stabilization Q2 Legend On schedule Complete At risk/slipping Q3 Q4 Q1 Major milestone Go live Point in time E.3  Sample Requirements Tracking E.3.1  Completed by Phase As discussed in Chapter and reinforced in Chapter 7, documenting the ERP requirements is a cornerstone critical success factor of an ERP project Therefore, requirements completion tracking is essential to help ensure that the project proceeds according to schedule This briefing chart example shows software requirements (%) completed by software project life cycle phase (see legend) and would be used by the software engineering team to track progress by resource team deployed on the project 334 ◾ Appendix E (Chapter 7) Requirements completed by phase 12%12%10% 90% Team Team 100% 15% 15% 15% Team 100% 18% 18% 20% Team 100% Team 100% 33% 5% 33% 100% 100% Analysis Design Construction 100% Test E.3.2  Completed by Team This briefing chart example shows software customization requirements (%) completed by software project life cycle phase (see legend) and would be used by the software engineering team to track progress by resource group deployed on the project Customization team Requirements completed by phase Rqmt group 98% 87% Rqmt group 95% Rqmt group 100% Rqmt group 95% Rqmt group 90% 80% Rqmt group 90% 85% Rqmt group 100% 78% 80% 65% 90% 20% 78% 90% 40% 85% 75% 80% 30% 75% 100% Analysis 30% Design 60% 90% Construction 40% Test Appendix E (Chapter 7) ◾ 335 E.4  Sample Integrated Data Environment Report Diagram The integrated data environment is a set of nested core capabilities and a subset of an ERP system, which may be used as a functionality starter kit for a new business unit It is also transferable and may be adapted for new product development core functionality This may be a helpful tool to assist the first-time ERP user project team trigger what a “core” (or minimum) capability might include in their ERP effort Attempting to “bite off more than you can chew” is a potential derailment event This example shows what a core capability might include, how each core application relates to other core applications, and a phased approach to deployment Integrated data environment high-level system diagram Step Step Step Estimate Oracle PRIMAVERA SCH COST Supplier Pricing Defined extracts Import module MPM load module PertMaster Look ahead and Risk module integration Future phase proposals RQMTS SCH COST Supplier Deltek MPM Defined extracts Earned value ERP Cost data warehouse Shop floor systems Report generation ShipSet 1–7 Health W e b p o r t a l Step Tooling Engineering release Procurement (MRP) Assembly (SFC) E.5  Sample Data Mapping Form This will be a helpful tool if you are converting data from a legacy system to an ERP system for the first time Disparate legacy data typically requires “conditioning” to help ensure that field sizes (From/To) are compatible (don’t try to put a 20-character legacy field into a target 15-numeric field, it won’t work) This tools helps map conversion data so that the final conversion pass has good data entering the new ERP application successfully First-time users typically dry run ­conversion passes into a copy of the new ERP production environment using various iterations until the data is pristine in the target ERP 336 ◾ Appendix E (Chapter 7) Data mapping (module name) detail Description: Requirement(s) traceability: Legacy data selection (record level) Table layout # 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 Field Target table Description Type Len Table Field Legacy source table Description Type Len Mapping rules E.6  Sample Milestone Progress Report This milestone progress briefing chart example shows milestones ahead or behind schedule across a tracking time horizon The project manager would include a chart like this for an executive audience briefing to display milestone progress Appendix E (Chapter 7) ◾ 337 Milestones ahead/behind count Status as of 10/10/14 70 60 Milestones 50 40 30 20 15 2/ 15 3/ 2/ 2/ 15 2/ 1/ /1 /2 Actual Cum 12 /1 /2 11 /1 /2 14 Plan Cum 10 9/ 2/ 14 2/ 8/ 14 2/ 14 7/ 2/ 6/ 14 2/ 14 5/ 2/ 4/ 14 2/ 3/ 2/ 2/ 1/ 2/ 14 14 10 Appendix F (Chapter 9) F.1 Overarching Goal of Project Success* Overarching goal is project success Categories Poject success factors Managing strategy and stakeholders • Clear objectives • Well-defined business case • Alignment of major stakeholders • Minimized, stable project scope Mastering technology and content • Standardized, proven software technology • User involvement to shape solution Building team and capabilities • Experienced project manager • Qualified and motivated project team • Sustainable mix of internal and external resources Excelling at project management practices • Reliable estimates and plans, appropriate transparency about project status • Proven methodologies and tools • Robust vendor contracts with clear responsibilities • Executive support * Michael Bloch, Sven Blumberg, and Jürgen Laartz, Delivering Large-Scale IT Projects on Time, on Budget, and on Value, McKinsey & Company, New York, October 2012 339 Enterprise Resource Planning Although many books outline approaches for successful ERP implementations, the data shows that most ERP efforts yield minimal return on investment (ROI), with most projects failing Directing the ERP Implementation: A Best Practice Guide to Avoiding Program Failure Traps While Tuning System Performance supplies best practices along with a proven roadmap for improving the odds of system implementation success By adhering to the time-tested framework outlined in the book, your organization will be able to commit to the precepts and practices that lead to successful implementations Supplying an innovative and fast-track, yet comprehensive, approach to ERP implementation success, the book provides practical guidance to help executive leadership the right things along the ERP journey • Explains how to engineer a project plan, generate requirements, and obtain a results-oriented commitment • Details the practical deployment framework essential for success and includes a variety of tools to position an organization for success • Describes how to ensure proactive involvement by the project team, executive sponsors, stakeholders, and working-level systems champions Highlighting the essential planning ingredients that are frequently omitted from ERP implementation start-ups, the book provides readers with the planning framework and proven foundational methods and principles to ensure smooth planning and systems deployment, product quality, and maximum ROI The book covers everything from software selection and integration to common snags, traps, and black holes Best practice tool sets include proven methods such as information workmanship standard, which defines quality; conference room piloting, which assists in matching teams to objectives seamlessly; education, training, and implementation framework, which addresses preparing the operating production environment; and project monitoring and deployment, covering project and risk management an informa business www.crcpress.com 6000 Broken Sound Parkway, NW Suite 300, Boca Raton, FL 33487 711 Third Avenue New York, NY 10017 Park Square, Milton Park Abingdon, Oxon OX14 4RN, UK K23672 ISBN: 978-1-4822-4841-8 90000 781482 248418 w w w.crcpress.com ... Directing the ERP Implementation A Best Practice Guide to Avoiding Program Failure Traps While Tuning System Performance Series on Resource Management RECENT TITLES Directing the ERP Implementation: ... each database instance Again, the ERP package author may influence this as well as the budget for storage space and other factors f Readiness toll gates may be needed, if the company wants to be... Lean Management Principles for Information Technology by Gerhard J Plenert ISBN: 978-1-4200-7860-2 Directing the ERP Implementation A Best Practice Guide to Avoiding Program Failure Traps While