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

Bibliographic Details
Main Author:	Pelphrey, Michael W. (Author)
Corporate Author:	EBSCOhost
Format:	eBook
Language:	English
Published:	Boca Raton : CRC Press, [2015]
Series:	Series on resource management.
Subjects:	Enterprise resource planning. Project management. Electronic books.
Online Access:	Connect to the full text of this electronic book

Table of Contents:

Machine generated contents note: 1.Creating a Project Plan
1.1.Planning Roadmap of Deliverables
1.1.1.High-Level Acceptance Criteria (Acceptl)
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)
1.1.12.Knowledge Transfer Plan (KT12)
1.1.13.Communication Plan (Comm13)
1.1.14.Plan for Reviews (Toll Gates) and Walkthroughs (TollGatel4)
1.1.15.Contractor Agreement Management Plan (CAM15)
1.1.16.Test Strategy (Testingl6)
1.1.17.Business Information Assurance Plans (BIA17)
1.1.17.1.Information Systems Continuity Plan
Note continued: 1.1.17.2.Fault-Tolerant Plan
1.1.18.Software Implementation Strategy (SWImplel8)
1.2.SoW-Managing Expectations through Project Life Cycle
1.3.Managing Change
1.4.Risk Management
1.4.1.Risk Management Strategy
1.4.2.Sample Risk Management Log, Mitigation Plan, Contingency Plan, and Risk Action Plan
2.Requirements Generation
2.1.Requirements Source
2.2.Requirements Generation Life Cycle
2.3.Attributes of Requirements
2.4.Process Engineering
2.5.Traceability Matrix
2.5.1.Requirements Documentation
2.6.A Final Comment about Requirements Generation
3.Senior Leadership Collaboration Workshop
3.1.Rules of Engagement
3.1.1.Project Rules of Engagement
3.2.High-Level Review of Requirements
3.3.Visionary Functionality
3.3.1.Projected Future Variance
3.3.2.Cost-of-Change Analysis
3.3.3.Triggers, Drill-Downs, and Simulations/Projections
Note continued: 3.4.Align Requirements Traceability to Committed Expected Results and Assign Accountability and Timetable for Achieving Results
3.5.Agree upon Measurement Scorecard
Section I Wrap-Up
4.The Information Workmanship Standard
4.1.Definition of an IWS
4.2.Criteria for an IWS
4.3.Performance Measurements for Transactions, Documents, and Files
4.4.Job Functions Require an IWS
4.4.1.Documents
4.4.2.Return-to-Vendor Credit Document
4.4.2.1.RTV Credit Document Certification
4.5.Data Accuracy
4.6.End-to-End Process
4.7.Performance Goals and Objectives
4.8.Performance Accountability
4.9.Managing Performance Expectations
4.10.Certification
4.11.Systems Champions
4.12.Conclusion
5.The Conference Room Pilot
5.1.Definition of a CRP
5.1.1.Test Data Elements and Their Relationships
5.1.2.Educate and Train Users
5.1.3.Validate Policies
5.1.4.Test User Operating Procedures
Note continued: 5.1.5.Test Issue Resolutions
5.1.5.1.Alternative 1 Danger: Change the Current Operating System
5.1.5.2.Alternative 2 Danger: Change the Proposed System
5.1.5.3.Alternative 3 Danger: Defer Capability to a Later Implementation Phase
5.1.6.Try Something New Out for the First Time
5.2.Structuring the CRP
5.3.Deliverables Resulting from an Effective CRP
5.3.1.Statements of Issue Resolution
5.3.2.Functional Specification Input Document
5.3.3.Validation of Policies and Procedures
5.3.4.Software Application Certification
5.3.5.Enhancement Shakedown
5.3.6.Training prior to Cutover
5.4.General Points of Awareness
5.5.Conclusion
6.Education, Training, and Implementation Framework
6.1.Structuring an Education and Training Program
6.1.1.Perspective
6.1.2.Commitment
6.1.3.Setting Goals
6.1.4.Achieving Quality Education
6.1.5.Planning for New ERP System Education
6.1.5.1.The Field
6.1.5.2.The What
Note continued: 6.1.5.3.How
6.1.5.4.Timing
6.1.5.5.Location
6.1.6.Achieving Overall Program Efficiency
6.1.6.1.The Education Coordinator
6.1.6.2.Selecting Instructors
6.1.6.3.Preparing Instructors
6.1.6.4.Preparing Students
6.1.6.5.Debriefing and Student Evaluation
6.1.6.6.Course Preparation
6.1.7.Instructional Methods
6.1.7.1.Lecture
6.1.7.2.Demonstration
6.1.7.3.Discussions
6.1.7.4.Independent Study
6.1.7.5.Lesson
6.1.8.Ongoing Education
6.2.Implementation Framework
6.2.1.Overview
6.2.1.1.Project Planning and Control
6.2.1.2.Project Budget
6.2.1.3.Education Plan
6.2.1.4.Implementation Audits
6.2.1.5.Implementation Success Factors
6.2.1.6.Implementation Plan
Section II Wrap-Up
7.Project Management
7.1.Visionary
7.2.Innovative
7.3.Flexible
7.4.Ingenuity
7.5.Agile
7.6.Exceptional Throughput
7.7.Nimble
7.8.Project Framework
7.8.1.Project Plan
Note continued: 7.8.2.Documenting AS IS
7.8.3.Project Schedule
8.Process Performance Management
8.1.Definition of Process Performance Management
8.2.Criteria for PPM
8.3.Job Functions Require a PPM
8.3.1.Data Accountability
8.3.2.Data Accuracy
8.3.3.Best Process Characteristics
8.4.Performance Goals and Objectives
8.5.Performance Measurements for Optimal "In-the-Trenches" Results
8.6.Performance Accountability
8.7.Managing Performance Expectations
8.8.Process Performance Measurement
8.9.Retooling Information Resource Management
8.10.Organizational Perspective
8.11.Parochial Performance Objectives
8.12.A Better Perspective-Value Streaming
8.12.1.Activities That Do Not Add Value and Lengthen the Process Time
8.12.2.Activities That Do Not Add Value but Perform Control Reviews
8.12.3.Activities That Add Value and Are Essential to Ensure Timely Customer Fulfillment
Note continued: 8.13.Refining, Streamlining, and Reducing Cycle Time
8.13.1.Refinement
8.13.2.Streamlining
8.13.3.Reduced Cycle Time
8.14.The "Vision" of the Business Process
8.15.Dreaming a Bit
8.15.1.Bringing Down the Job Description Walls
8.16.How Can a Radical Visionary Begin the Process?
8.17.Piloting Change
8.17.1.Hierarchical Structures
8.17.2.Productivity Incentive
8.17.3.Performance Measurements
8.18.Future Orientation
8.18.1.Lack of Leadership
8.18.2.Waste Management
8.18.3.Intellectual Energy Conservation
8.18.4.Agility Deployment
8.19.Developing Action Plans That Deliver Effective and Orderly Change
8.20.Prioritizing
8.20.1.Attributes of Effective Action Plans
8.20.1.1.Ownership
8.20.1.2.Flexibility
8.20.1.3.Simplicity
8.20.1.4.Service
8.20.1.5.Responsiveness
8.20.1.6.Cost
8.21.Emerging Natural Work Teams
8.22.Natural Work Teams
Note continued: 8.22.1.Consultive Review of Process (Independent Observation)
8.22.2.Consultation with Natural Work Team Downstream Nested Internal Customer
8.22.3.Daily Consultation with Internal Customer Users
8.22.4.Debrief with Functional Systems Champion
8.23.Process-Based Performance Measurements
8.24.Process-Based Performance Management
8.25.Performance-Based Compensation
8.26.Committing to the Journey
9.Snags, Traps, and Black Holes
9.1.Software
9.1.1.Strategic Concerns
9.1.2.Modifications
9.1.3.Interfaces and Integrations
9.1.4.Customizations
9.2.Hardware
9.2.1.Business Interruption
9.2.2.Backup and Recovery
9.2.3.Storage
9.2.4.History Retention
9.3.Database
9.3.1.Database Sizing and Space Allocation
9.3.2.Performance Benchmarking and Tuning
9.4.Business Process
9.4.1.The Big Package Deal
9.4.2.Lack of Ownership
9.4.3.Cross-Functional, Matrix Management, and Stalls
Note continued: 9.5.Managing Third-Party Relations and SoW
9.6.Portfolio Management
9.6.1.Project Management
9.6.2.ERP Performance Management
9.6.3.Timely Decision Management
9.7.Data Accuracy
9.8.Resource Commitment Breaches
9.9.ERP for the First Time
9.10.Miscellaneous
9.11.CSFs while Approaching GO LIVE
9.12.Stabilization
9.13.System Tuning
9.14.ROI Tracking
10.Conclusion
Appendix of Terms
Term Definition
Appendix A (Chapter 1)
A.1.Communication Plan
A.1.1.Communication Strategy
A.1.2.Purpose
A.1.3.Objectives
A.1.4.Format
A.1.5.Communication Principles
A.2.Sample Risk Management Log, Mitigation Strategy, and Contingency Plan
A.3.Sample Risk Action Plan
Appendix B (Chapter 4)
B.1.Sample Job Function Information Workmanship Standard
B.1.1.Receiving Associate
B.1.1.1.Background
B.1.2.Information Workmanship Standard
B.1.2.1.Receiving Memo
Note continued: B.1.2.2.Material Transfer (Dock-to-Stock)
B.1.2.3.RTV Shipping Document (RTV Credit)
B.1.2.4.Receipts-in-Process Locator
B.1.3.General Accuracy Guideline
B.1.4.Departmental Certification
B.1.5.Recertification
B.2.Sample Department IWS
B.2.1.Material Management Department
B.2.1.1.Background
B.2.2.Information Workmanship Standard
B.2.3.Certification
B.3.Sample IWS Written Exam
Appendix C (Chapter 5)
C.1.Sample Education and Training Matrices
C.1.1.Organizational Function versus Business Process Matrix
C.1.2.Individual by Transaction/Feature Matrix
C.1.3.Transaction/Feature by Session Matrix
C.2.Example of a Conference Room Pilot
C.2.1.Overview
C.2.2.Session Deliverables
C.2.3.CBS Conference Room Pilot Guidelines
C.2.4.CBS CRP Scenarios
Appendix D (Chapter 6)
D.1.Education Matrix Forms
D.1.2.Organizational Function versus Business Process Matrix
Note continued: D.2.Procedures Training and Education Planning Matrices
D.3.Developing Objectives and System Measures
D.4.Cutover Checklist for a Formal ERP System
D.5.Start-Up Final Checklist
D.6.ERP Implementation Guide
D.6.1.Introduction
D.6.2.Overview of a Successful ERP Project
D.6.3.General Considerations for Systems Design
D.6.4.Maximize the Benefits from Using the Checklist
D.6.5.Module Checklist
D.6.5.1.Item and Product Structure
D.6.5.2.Inventory
D.6.5.3.Forms
D.6.5.4.Purchasing
D.6.5.5.Sales Order Entry
D.6.5.6.Master Scheduling
D.6.5.7.Work Orders
D.6.5.8.Work Center/Router
D.6.5.9.Material Requirements Planning
D.6.5.10.Cost Accounting
D.6.5.11.Outside Processing
D.6.5.12.Purchase Requisition
D.6.5.13.Vendor Supplied Material
D.6.5.14.Tooling Control
D.6.5.15.Product Change/New Product
D.6.5.16.Example of a Module Checklist
D.6.5.17."Blank" Module Checklist Form
Note continued: D.7.Sample Questions Asked When Reviewing Operational Documents for Procedural Impact
D.8.Questions for Review When Formalizing a Cost Accounting System
Appendix E (Chapter 7)
E.1.Project Core Team Members' Roles and Responsibility Matrix (RACI)
E.2.Sample High-Level Project Schedule
E.3.Sample Requirements Tracking
E.3.1.Completed by Phase
E.3.2.Completed by Team
E.4.Sample Integrated Data Environment Report Diagram
E.5.Sample Data Mapping Form
E.6.Sample Milestone Progress Report
F.1.Overarching Goal of Project Success.