Going Live Is Just The Start! BDO SOLUTIONS

Transcription

1 Going Live Is Just The Start! BDO SOLUTIONS

2 Agenda 1. Introduction 2. Life After Go Live 3. Have a Roadmap 4. Post Implementation Assessment 5. Why an ERP Center of Excellence? 6. Building a Thriving ERP Business Community 7. Rolling out Post Implementation Improvements 8. Bottom line 9. Q & A Page 2

3 Carlo DiPucchio, Senior Manager Delivery Over twenty years of Management Consulting experience organizing and implementing Business Solutions with various applications including Dynamics Ax, Dynamics NAV, SAP, Dynamics GP, Sage, and Epicor. Planned and executed 80+ projects, of which many were multi-year projects and international, providing services in the following areas: Project Management Disaster recovery planning Technology selections ERP solutions, upgrades, ISV Technology and integration Application training Management reporting Custom development Page 3

4 Life After Go Live Page 4

5 Post Implementation Assessment Celebrate successes Learn from mistakes Do both as a team Document findings Review them before starting next project Did we meet the goal? Did we meet the budget? Did we do it on time? Are we better off today than before the project? Page 5

6 Have a Roadmap Business Benefits and Competitive Advantage 72% of ERP Implementations Software Focus Phase 0: Legacy System Broken Business Processes Misalignment with Business Requirements Technology Obsolete Phase 1: Go Live ERP Core Functionality Embedded Best Practices Industry preconfigured Limited Alignment with Competitive Edge Phase 3: Competitive Edge Advanced Modules and Competitive Edge Third-Party ISV s Reporting and Analytics Business Process Improvements Customizations Phase 4: Results and ROI Fine Tuned Business Processes Fulling Leverage Functionality Ability to Analyze and Execute 28% of ERP Implementations Business process reengineering and Organizational change management focus Time Page 6

7 Beyond Day One Continuous Business Improvement ROI, Extended Applications, e-commerce Extensions toward SCM and CRM Core ERP Implementation TO BE Go Live Yes CoE? No Incremental Improvement AS IS Performance The TO BE vision established during core ERP implementation is limited to near and mid-term planning and is targeted for achievement at the point of Go Live. At Go Live, a new TO BE must be established or business improvements will only be incremental relative to the initial To Be vision. Clients need to simultaneously a) maintain and support existing ERP functionality and b) provide the engine to seize new benefits. Page 7

8 Why an ERP Center of Excellence? An optimization of business processes that drive business benefit continually An optimization of end user competency and employee fulfillment of business processes Continued coherence and integration of functionality and data through all process chains. Page 8

9 Building a Thriving ERP (AX) Business Community Build a Center of Excellence around your ERP software Plan and schedule incremental training sessions to continuously improve your knowledge Update your documentation as business changes Establish your system of governance structure Begin executing an on-going maintenance plan System evolution planning Keep up to date on your product versions including security patches Communicate with your partners to keep abreast of new features and competitive advantages in the marketplace Page 9

10 Create a Continuous Business System Process: Improvements Through Motivation Share information from start to finish Share the good and bad Seek employee insight and feedback Make employees feel part of something important, exciting and new Endorse change Make them accountable Allow creativity Measure performance and adjust behavior accordingly Thrive for improving processes Page 10

11 Rolling Out Post-Implementation Improvements Build a case for the new process or needs Set realistic expectations Use upgrades as an opportunity to reassess the functionality of the ERP Software Create a realistic project plan with checkpoints and milestone Rollout in phases where possible (Big Bang or Phased) Build sandbox test environments as needed to replicate the live environment Follow a methodology and best practices Try incremental updates initially until you have a process in place to manage mass changes Identify the ways that the change can help you realize measurable business benefits Measure the ISV solutions against a custom solution Don t forget all that SOFT people stuff

12 Post Implementation Planning Hotfixes New Functionality Deferred Modifications Change Management ISV Solutions Turnover Upgrades Performance Optimizations Data Mart or Business Intelligence

13 Learn How to Say No Bug fix vs new functionality Maintain system performance Pros/Cons of customizations Changes to core functionality Reports, Queries, Data out Unique business processes Nice to have functionality

14 Build a Change Management Process Received via help Desk, , phone, etc. New Requests Review, Approve / Reject, & prioritize Enter request in Change Management System and complete initial level of effort estimate Approved Notify requestor Business Owner Rejected Failed Requirements Change Functional Requirements Documentation Complete Development & Unit Testing IT Approve Req Doc Business Owner & IT Complete Test Plan and test per plan Business Owner Complete second level of effort estimate Pass or Fail Business Owner Release for development (based on priority & workload) Communicate, provide training, & schedule deployment Business Owner Complete technical design documentation & final workload est. IT Migrate to Production IT

15 So Be Prepared! Ask the right questions Find out what the Best Practices are What level of partnership does the reseller have with the ISV or ERP software? How long have they worked together and what type of projects? What type of support is offered? Don t be bullied into making rash decisions

16 What Do You Need? DEVELOPMENT AOS CLIENT DB TEST PRODUCTION AOS CLIENT DB AOS CLIENT DB Preparation Create Test System Create Development System Upgrade Customer Models Test Data Upgrade Upgrade Production System

17 Plan, Plan, Plan... Upgrade Projects can be complicated and time consuming efforts Know the tell tale signs that your project is sliding: No vision or changing vision No customer project management No committed customer project team To many unmanageable items in play Constant changing direction and scope Lack of Executive sponsorship Miss-aligned expectation Partner team not knowledgeable

18 ERP Implementation Doesn t Stop at Go Live Give business process ownership to business This includes responsibility, not simply the right to order up new code. Place IT or a governance group in a support role for business process Retains integration controls & disciplines Retains customization role Spread these roles and the urge for change Continual refresh of To Be vision All measured, all monitored Business Impact: ERP becomes an engine for benefit, not a cost center. Page 18

19 Bottom Line ROI should be measured from the beginning of the project and carried through time Cost is only half of the equation ROI has no ceiling (nor does a To Be Vision) Continuous business evolution is the goal, not just implementation Plan, plan, plan Page 19