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ERP Implementation Support

 

 

Engleman Associates, Inc. (EAI) offers assistance to manage and control complex ERP projects. This support can take different forms, such as periodic monitoring of the implementation to full project management. To describe our approach and thinking—we first start with a description of typical ERP implementation services and timing (chart below).

The ERP Implementation Management Approach from EAI

This section presents the Engleman Associates, Inc. (EAI) approach to implementation management — and this information is presented in the context of the steps in the ‘typical implementation approach’ chart above. It is important to note that the EAI approach presumes prior planning — such as the EAI pre-implementation planning process detailed earlier in this document — has occurred.

 

The biggest difference in the EAI implementation approach we advocate, and the typical implementation approach, is the level of project ownership and control by the buyer of ERP. This includes the imperative for the buying company to fully own the future-state process planning, design of metrics, data development and migration, and identification and retirement of existing process support tools (forms, spreadsheets, databases, point applications, etc.).

 

1. Project start-up activities: Based on the imperative of the buying company to lead, the project start-up process is significantly different from what the implementer would do—with a typical passive client. Most of the differences come in establishing project leadership structure, issue/task management and other project data control tools, collaboration protocols, and others. If we helped with ERP selection, the SoftSelect selection process covers this implementation approach with candidate implementers—so the winning implementer should not be surprised—or resistant when the implementation begins. Return to Chart
2. Business process planning: The EAI pre-implementation readiness process (described earlier) is a very intense exercise to establish and organize foundation information critical to designing future-state business processes and the migration to these processes to new ERP. Based on this, there is no need for the implementer to conduct any investigative business process review. However it is expected that the properly skilled analyst(s) from the implementer will make many suggestions about options to achieve business objectives based on their knowledge of the ERP (which mainly occurs in step #6 below). Return to Chart
3. ERP software and hardware installation: This can proceed per normal implementers approach, however the implementer’s timing to install the hardware and software is often sooner than it is actually needed—which will unnecessarily accelerate costs. Return to Chart
4. Training on the new ERP: The implementer’s typical training approach is too much and too soon for what is needed with the EAI approach. The typical approach has the implementer heavily interacting with the departmental representative in deep process discussions (step #2 above) and developing first opinions on how objectives are to be achieved—or not. Having familiarization with the new ERP software is reasonable in this setting. In the EAI approach the following three factors changes the need for training: (1) the implementer does not conduct formal business process discovery, (2) there is a focus to be adaptive to the new ERP native process structure, and (3) there exists an internal project manager/business process coordinator (see team chart later in this document). Based on these factors, the interaction with the departmental representatives is focused and tends to be about business intent—with no need for the participants to have any in depth knowledge of the software. Also, much of the training offered is so ‘canned’ that it does not effectively support the need of the typical implementation approach. Important training points:
   • There is relevance in early training on the overarching ERP capabilities for configurability, workflows, BI metrics, and remote access).
   • ERP system training for users is critical and should be presented close to the go-live time frame where it can be (1) adjusted to better fit final ERP business logic and user interfaces, and (2) better remembered at the go-live event. Return to Chart
5. Data migration: This activity covers (1) planning for what current and historical operational data should be dynamically available in new ERP, (2) how to maintain and use other data that does not need to be dynamically available in ERP, (3) cleaning, organizing, and validating (per the new ERP’s protocols) the data identified in first step, and (4) making the final transition of properly validated data to the new ERP. In the typical implementation the implementer leads this data migration exercise. In the EAI implementation process, the internal company team conducts all data migration steps except the last step to finally transition to properly validated data. First, the company buying ERP has the best understanding what data is relevant. Secondly, the company is vastly more suited to conduct the cleansing and organizing steps—since they know the data and must live with the results. Tools and processes to conduct this work are easily put in place and there should be no dependence on the implementer—until the final stages. Return to Chart
6. Configuration of the new ERP: ERP is configured by using the plan developed in step #2 above and working with the experts in the ERP. The inside company team owns the business logic and leads this activity. Return to Chart
7. Testing and tuning of the new ERP: As the native and configured processes are set-up the application can be tested incrementally and then more holistically. Typical implementation processes are normally sufficient. Return to Chart
8. Go Live Event: Follow typical implementer processes in the go live event. During these last three steps (6, 7, and 8) there should be significant momentum and fewer problems based on the deep planning that came earlier and the focus to be adaptive to the new ERP’s native business process structure. Return to Chart

Overarching Implementation Project Management/Control Elements

ERP implementations need constant and effective management oversight. These are summarized as:

• Protect project execution protocols with continual vigilance to the insidious factors that weaken and confuse ERP projects.
• Coordinate and direct the implementer's personnel through its project manager or directly.
• Coordinate the interaction of the implementer’s team to the company functional area representatives— while greatly lowering the impact on company personnel and improving the quality of the results.
• Emphasize being adaptive to native ERP process structure—which significantly helps maintain the many (hundreds) of situations that arise in which illegitimate legacy thinking creeps back into the plan.
• Maintain a common planning environment—all planning, process design, issues, etc. are to be maintained in one project planning environment that is controlled by the company. This ownership is practical based on established project management structure and it removes risks of an implementer holding the plan hostage—in the event of a disagreement or other issue.
• Manage apparent needs to change/increase the project—as many suggested changes are often not needed, overly costly, or poorly timed.

Successfully deployed, these overarching project management elements significantly contribute to project cost control, general project integrity, and protecting the planned go-live date.

Implementation project staffing approach

The following diagram details the ERP implementation project structure advocated by EAI. In the diagram, project control and leadership is intended to be with the ERP buyer’s Internal Project Team. This team is lead by the Internal Project Lead who is a respected person who is knowledgeable about the company. The busy work of managing the project and owning and developing the future-state business processes is conducted by the Project Manager/Business Process Coordinator.

 

The external implementation consulting firm is effectively comprised of various experts in the new ERP and management. They are not experts in the specific company that will be using the new ERP and the correct business processes/metrics necessary for the company. Therefore their input is always subordinate to those that own and control the business process objectives—but this does not mean the knowledge and advice of a skilled implementer is not valuable. It is critical—especially when the company is attempting to be highly adaptive to the better practice structure of the new ERP.

 

 

The roles Engleman Associates, Inc. can supply

Business Process Coordinator/Project Manager: This role is filled by the EAI analyst that typically conducted the pre-implementation planning and therefore is highly knowledgeable about the company that is implementing new ERP. The Business Process Coordinator manages the business process plan, is the company’s point-person to interface and lead the implementers, coordinates interaction between the implementer’s personnel and the company’s business process representatives, leads most meetings, and many other duties. In many cases, this role is effectively the internal project manager and reports to the internal Project Lead, who is a direct employee of the company.

 

Methodology Expert: This is an expert in the details of the EAI implementation control process and supports the project remotely in periodic top-level meetings, project quality checks, interpreting/defending contract issues, and other high-level activities and project oversight.

“Just the Facts” Webinar

The written word makes it difficult to convey the full purpose and benefit of the type of planning and implementation project control advocated in this website. To learn more, please call and sign-up for our one-hour introductory webinar on our ERP implementation support services.