1. Avoiding failure when implementing an enterprise system
Factors to consider when planning an enterprise system implementation project

2. Experiences of putting the enterprise into an enterprise system
2010 F

3. 1 . 18.4 $6.2 6.9% Root of problems MONTHS MILLION or
Experiences of putting the enterprise into an enterprise system
Root of problems 1 .
Technically challenging
Complex software that takes a large amount of time, money and expertise to implement
18.4
MONTHS
$6.2
MILLION
6.9%
OF TOTAL REVENUE or
Panorama Consulting Group 2010 ERP Report

4. 2 . Root of problems Business implications
Experiences of putting the enterprise into an enterprise system
Root of problems 2 .
Business implications
Companies fail to resolve the technological aims and constraints of the enterprise system with the business needs of the enterprise itself

5. Key to avoiding failure
Experiences of putting the enterprise into an enterprise system
Key to avoiding failure
Comprehensive planning

6. This presentation Three sections: Conclusion: Marc
Experiences of putting the enterprise into an enterprise system
This presentation
Three sections:
Pre-implementation: Sihle
During the implementation : Khaya
Post-implementation: Tshepang
Conclusion: Marc

7. Experiences of putting the enterprise into an enterprise system
Pre-implementation

8. Project team formation and organisational commitment
Experiences of putting the enterprise into an enterprise system
Project team formation and organisational commitment
Project team must consist of organisation’s best people
Knowledge of business strategy needed
Project must be seen as an enterprise-wide venture
Must be led by a senior executive

9. Business case definition
Experiences of putting the enterprise into an enterprise system
Business case definition
Company must be able to answer the following questions:
What are our business requirements?
Do we need an enterprise system?
How do we define success of the project?
What are the costs?

10. Third-party integrator selection
Experiences of putting the enterprise into an enterprise system
Third-party integrator selection
Experienced partner is needed
Must have experience in the industry
Experienced staff

11. Software package selection
Experiences of putting the enterprise into an enterprise system
Software package selection
Misalignment between business and chosen software often encountered
Company can either:
Customise the software, or
Modify the organisation’s practices
Ideal scenario is choosing software with smallest gap and highest degree of fit

12. Experiences of putting the enterprise into an enterprise system
Vendor selection
Software network should offer good long-term benefits as the organisation, network and package grow
Vendor promises must be noted

13. Impact on the organisation
Experiences of putting the enterprise into an enterprise system
Impact on the organisation
Needs to be understood and planned right from beginning of project
Implementation of system can be used to:
Force change and introduce consistency in company
Break down hierarchy and allow more innovation
Introduce uniformity across regions
Issues relating to replacement of multiple legacy systems

14. During implementation
Experiences of putting the enterprise into an enterprise system
During implementation

15. Project management Objectives, deliverables and milestones
Experiences of putting the enterprise into an enterprise system
Project management
Objectives, deliverables and milestones
Deadlines, goals, scope and schedule
Assessment of progress
Cutting features and pushing schedule
Control of the project
Involvement of
Top management
Mid-level management

16. Software configuration
Experiences of putting the enterprise into an enterprise system
Multi-site issues
Complex organisational structure
“Big-bang” vs phased approach
Business strategy
Architecture
Software configuration
Practical execution

17. Change management and training
Experiences of putting the enterprise into an enterprise system
Change management and training
Control of resistance to change
Phased approach could be better
Good communication
Phased training
Cost of training

18. Data management Data mapping and conversion
Experiences of putting the enterprise into an enterprise system
Data management
Data mapping and conversion

19. Testing Comprehensive testing
Experiences of putting the enterprise into an enterprise system
Testing
Comprehensive testing

20. Experiences of putting the enterprise into an enterprise system
Post-implementation

21. Post-implementation audit
Experiences of putting the enterprise into an enterprise system
Post-implementation audit
Scope, planning and process
Fit for purpose?
Alignment
Metrics for success
Identify areas for improvement
Lessons learnt and future strategies

22. Support Decide on structure Key experts Execute Responsive
Experiences of putting the enterprise into an enterprise system
Support
Decide on structure
Key experts
Execute
Responsive

23. Refinement and enhancement
Experiences of putting the enterprise into an enterprise system
Refinement and enhancement
Manage change for requests carefully
Prioritise
Strive for alignment
Be methodological

24. Experiences of putting the enterprise into an enterprise system
Conclusion

25. Implementing an enterprise system is a careful exercise in
Experiences of putting the enterprise into an enterprise system
Implementing an enterprise system is a
careful exercise in
strategic thinking,
precision planning, and
negotiations with departments and divisions
Bingi, P., Sharma, M. K., & Godla, J. K.
Critical issues affecting an ERP implementation
1999

26. Pre During Post Project team formation Organisational commitment
Experiences of putting the enterprise into an enterprise system
During
Pre
Project team formation
Organisational commitment
Third-party integrator selection
Software package selection
Vendor selection
Impact on the organisation
Business case definition
Project management
Multi-site issues
Change management
Training
Testing
Data management
Post
Audit
Support
Refinement and enhancement