Chapter 7: ERP Implementation & Training User Training Maintenance

Organizational Change from ERP Productivity decline Jobs redefined, new procedures established, ERP fine tuned, organization learns to process new information streams Productivity gain Develop new skills, structural changes, process integration, add bolt-ons Payoff Transform organizational operations to efficient level

Critical Success Factors What the organization must do well to succeed For IS Projects: Top management support Inherent in ERP Clearly stated objectives End User involvement

ERP Project Failure FoxMeyer Drug Bankrupt Hershey’s City of Oakland 19% drop in profit 29% increase in inventory City of Oakland Erroneous paychecks Miller Industries Inefficient ERP – operating loss WW Grainger Inc Earnings dropped $11 million

ERP Critical Success Factors Umble et al. (2003) Clear understanding – strategic goals Top management commitment Project management implementation Great implementation team Cope with technical issues Organizational commitment to change Extensive education & training Data accuracy Focused performance measures Resolution of multi-site issues

Implementation Strategy Options Markus et al. [2000] Business Strategy Total local autonomy Headquarters control – financial only Headquarters coordination Network coordination Total centralization Software Configuration Single/multiple financial/operations Technical Platform Centralized/Distributed Management Execution Big bang/Phased rollout

Implementation Strategies Mabert et al. [2000] Strategy Months % Big bang 15 41 Phased rollout by site 30 23 Phased rollout by module 22 17 Mini big bang Phased rollout by module & site 25 2

Implementation Strategies Big bang seemingly cheapest Dangerous Often makes sense in ERP if carefully planned Phased rollout reduces risk Especially good for large organizations

Levels of IS/IT Failure Corresponding failure Don’t meet design objectives Process failure Not on time &/or not within budget Interaction failure System not used as designed Expectation failure Return not what stockholders expected

Factors in ERP Implementation Failure Willcocks & Sykes [2000] Scenario CIO/IT Focus Typical outcome Technological determinism Technical Fail to gain business benefits Supplier/consultant driven Disregarded Cost overruns Outdated relationships & capabilities Insufficient talent Chaos

Features of Successful ERP Implementation Willcocks & Sykes [2000] IT Leadership Business systems thinking Relationship building Have needed technical platform Ability to troubleshoot Informed buying Contract efforts coordinated Suppliers held accountable Long-term relationships with suppliers

Strategies to Attain Success User vs. Specialist focus Users over IT staff Governance & Staffing High level of support Champion present Time-box philosophy Short (6-9 months if can) Dolphins, not whales Supplier/consultant role controlled

User Training Focus on business processes Explain why Not on using system Explain why Don’t skimp on time Show why new system superior to old

Training Delivery Formats Web-based virtual training Computer-based training Video courses Self-study books Pop-up help screens

ERP Maintenance Nah et al. (2001) Corrective Incorporate vendor patches, fix problems Adaptive Implement new features, internal customization, implement interfaces Perfective New versions Preventive Monitor response time, errors, track maintenance activities

ERP System Migration Over time, need to adopt changes WHY Minor modifications Maybe system replacement Vendors change products WHY The longer the time between upgrades, the harder Easier to support a smaller number of software versions Migrations can increase sales of seats, add-ons

User Reasons to Migrate Added functionality Compliance with new standards Discontinued vendor support Customer problems in linked systems

Summary Time, cost, functionality tradeoff Critical success factors In ERP, functionality the most important Critical success factors Top support & clear objectives inherent in ERP Need User Involvement Phased implementation reduces risk but increases time Once installed, still many pitfalls Vendors change products User training critical