1. A model of ERP project implementation
Presented to: Dr. Dina Rateb
Systems 508
Presented By
El 3yal El Cobar

2. Outlines: Terminology and Introduction
ERP implementation process models
The PPM of ERP implementation
The PPM phases
The PPM CSFs
Two case studies
Implications of the PPM for practice and research
Conclusion and future research

3. Terminology:
ERP: Enterprise Resource planning.
PPM: Project Phase Model Process Models).
CSFs: Critical Success Factors.

4. Introduction: ERP: Is the Enterprise Resource Planning.
Implementation of ERP system is an extensive, lengthy, and costly process.
Investment in the ERP is investment in both the software itself and the related services such as; consulting, training…etc.
Although companies spend millions on both the packages and the implementation process, most companies experience considerable problems in the actual implementation project.

5. Introduction: ERP: Focus on Evaluate Define
Relevant company processes in precise details

6. Introduction: ERP: Beginning with system planning.
Constructing project team.
Moving on discrete project phases.
Post-implementation review.
Stabilization phase.

7. Addresses difficulties of ERP implementation.
Introduction:
PPM /Process Models:
Provides deeper understanding of the process.
Provides guidelines for successful ERP implementation.
CSFS:
Addresses difficulties of ERP implementation.
Both help better planning and more successful ERP implementation.

8. ERP Process Models
Justification of creating PPM of ERP implementation.
Allocation of responsible individual.
Discrete phases of implementation
i.e. project is not another phase in the whole implementation enterprise.
Presenting two case studies relating CSF to the PPM implementation phases.
* Unsuccessful case.
* Successful case.

9. What is A Best Practice Of ERP Implementation Process Model?

10. ERP Process Models First: The Bancroft et al Model It has 5 phases:
1.Focus
2.As is
3.To be
4.Construction& Testing
5.Actual implementation

11. ERP Process Models First: The Bancroft et al Model 1.Focus:
Planning phase to set up key activities of the committee.
Selection of team members.
Developing guidelines principles.
Creating project plan.

12. ERP Process Models First: The Bancroft et al Model 2. As is
Analysis of current business process.
Istallation of ERP.
Mapping of the business process to ERP finctions.
Training of project team.

13. ERP Process Models First: The Bancroft et al Model 3.To be:
Outlines the high level design then detailed user-accepted design.
Interactive prototyping.
Constant communication with the user.

14. ERP Process Models First: The Bancroft et al Model
4. Construction and testing phase:
Development of comprehensive configuration.
Population of test instances with withreal data.
Building and testing interfaces.
Writing and testing reports.
System and user testing.

15. ERP Process Models Building networks. First: The Bancroft et al Mode
5. Actual Implementation:
Building networks.
Installing desktops.
Managing user training and support.

16. ERP Process Models It has 5 phases: Second: Ross Model 1.Design
2.implementation
3.Stabilization
4.Continuous improvement
5.Transformation

17. ERP Process Models Second: Ross Model It has 5 phases: 1. Design
Planning phase for critical guidelines and decision making for implementation.

18. ERP Process Models Second: Ross Model It has 5 phases:
2. Implementation
Phases are similar to model 1.
Stabilization:

19. ERP Process Models Second: Ross Model It has 5 phases: 3.Stabilization
After cut-over.
System problems are fixed.
Improvement of company performance.

20. ERP Process Models Second: Ross Model It has 5 phases:
4.Continuous improvement
Functionality is added.

21. ERP Process Models Second: Ross Model It has 5 phases:
5.Transformation
Organizational boundaries and systems are maximally flexible.

22. Third: Markus and Tanis model
It has 3 phases:
1.Chartering
2.Project
3.Onwards and upwards

23. Third: Markus and Tanis model
It has 3 phases:
1.Chartering
Focus and designing phase.
Development of the business case of ERP.
Package selection.
PM identification.
Budget and schedule approval.

24. Third: Markus and Tanis model
It has 3 phases:
2. Project
Same as Bankroft’s
Software configuration, system integration, testing, data conversion, training.

25. Third: Markus and Tanis model
It has 3 phases:
3.Onwards and upwards
Subsidiary of Ross continuous improvements and stabilization phases.

26. Comments on the three models:
1.Markus & Tanis and Ross models include a planning phase which occurs prior to the actual implementation project.
2.These two models,unlike the Bancroft et al. model, collapse the actual implementation into one discerete unit.
3.Ross& Markus and Tanis models include a post-project phase in the model of the whole ERP implementation enterprise.
4.None of them relates critical success factors (CSFs) to the phases of implementation.

27. The following points will be discussed:
Introduction
ERP implementation process models
The PPM of ERP implementation
The PPM phases
The PPM CSFs
The case studies
Implications of the PPM for practice and research
Conclusions and future research

28. Introduction: -ERP is the Enterprise Resource Planning.
-Implementation of ERP system is an extensive, lengthy, and costly process.
-Investment in the ERP is investment in both the software itself and the related services such as; consulting, training…etc.
-Although companies spend millions on both the packages and the implementation process, most companies experience considerable problems in the actual implementation project.

29. ERP implementation process models
In this section we review three of the ERP implementation process models:
Firstly, The Bancroft et al.model
It has 5 phases:
1.Focus 2.As is 3.To be
4.Construction& Testing 5.Actual implementation
Secondly, Ross Model
1.Design 2.implementation 3.Stabilization

30. Comments on the three models:
4.continuous improvement 5.Transformation
Thirdly,Markus and Tanis model
It has 4 phases:
1.Chartering 2.Project
3.Shake-down 4.Onwards and upwards
Comments on the three models:
1.Markus & Tanis and Ross models include a planning phase which occurs prior to the actual implementation project.
2.These two models,unlike the Bancroft et al. model, collapse the actual implementation into one disceret unit.

31. 3.Ross& Markus and Tanis models include a post-project phase in the model of the whole ERP implementation enterprise.
4.None of them relates critical success factors (CSFs) to the phases of implementation.

32. The PPM of ERP implementation The PPM model consists of two concepts:
1-Implementation phases
2-Critical success factors (CSFs)
Implementation phases:
SDLC
Analysis Phase
Design Phase
Implementation
Phase
Preliminary Investigation
Focus As Is To be
Bankroft et al.
Construction &
Testing
Actual
Implementation
Ross
Design
Stabilization
Continuous
Improvement
Transformation
Implementation
Markus & Tanis
Chartering
Shake-down
Onward &
Upwards
Project
PPM Phase
Planning
Project
Enhancement

33. The PPM Project Phase Planning Enhancement Project Design Installation
Set-up
Configuration & testing
RE-engineering
Design

34. Those few critical areas where things must go
The CSFs
Those few critical areas where things must go
right for the business to flourish.
Planning
Project
Enhancement
Outcomes
Planning
Outcomes
Planning
Outcomes
Project
Outcomes
Project
Outcomes
Enhancement
Outcomes
Enhancement
CSFs that are necessary and sufficient for success
CSFs linked to the success of the outcome by a known causal mechanism
CSFs that are associated with success
CSFs that are necessary for success
Commitment
to change
Release of
full time
business
experts
Definition
of scope
Management
Support
Balanced
Team
Vanilla ERP
Unswerving
Champion
Deliverable
Date
( realistic )
Empowered
decision
makers

35. Combining the PPM with CSFs
Not every CSF is necessary for each Outcome
The CSF’s level of power and criticality is as follows:
1- Causal Links ,
2- Necessity & Sufficiency,
3- Necessity,
4- Association.
When comparing a successful case and an unsuccessful case there exist differences in the relationship between the phases of the PPM and CSFs

36. The case studies Two case studies are discussed: 1-Oilco:ERP1
- unsuccessful case,over budget & over time.
-Reasons: full automation,improved levels of customer service,..etc.
-Benefits: better sales forecast, better data quality.
2-Exploreco: ERP 2
-Successful case, under budget &on time.
Reasons: dissatisfying system -

37. Benefits: Reduction in mannual processes, re-engineering of processes, and improved time accounting.
Phase CSFs
Oilco Exploreco
1.Planning Management support Management support
Champion Champion
Commitment to change Commitment to change
Vanilla ERP Vanilla ERP
Best people ful-time
Deliverable dates
definition of scope

38. Phase CSFs Oilco Exploreco
2a.Set-up Management support Management support
Balanced team Champion
Definition of scope & Balanced team
goals
Vanilla ERP
Deliverable dates
Definition of scope & goals

39. Phase CSFs Oilco Exploreco Definition of scope Management support
2b.Re-engineering Balanced team Empowered decision makers
Definition of scope Management support
Balance team
Definition of scope &goals
2c.Design Best people full-time Management support
Management support Deliverable dates

40. Phase CSFs Oilco Exploreco Balanced team
2d.Configuration &testing Best people full-time Management support
Balanced team
Installation Management support Management support Commitment to change Balanced team
Balanced team Commitment to change
Best people full-time

41. Case findings-similarities
1.The planning phase was clearly considered the most critical by both companies.
2.The installation phase was very similar in both cases.
3.Full-time were considered crucial in the installation phase of PPM.
4.There are no significant enhancement phase in either companies.

42. Case findings - differences
1.The importance of CSFs over all phases of the PPM
in the Exploreco case
2.The CSFs within the Exploreco were generally considered more important than with Oilco.
3.Strategic differences in the planning phase.
4.Facilitating the achievement of the CSFs.
5.Focus on the set up phase for the Exploreco.
6.Consistency and persistence of the CSFs throughout all phases.

43. Explanations for the similarities and differences
1-Organizational learning
2-The scope and complexity of each project Comprehensive, Middle Level, Vanilla
What Characteristics are used?
-Physical scope
- Technical scope
-Module implementation strategy, and
-Type of re-engineering involved and resource scope level

44. Implications of the PPM for practice and research
1.Large-scale ERP implementation projects are high risk and difficult to implement on time and within budget.
2.In both cases there was no marked enhancement phase.
3.The appointment of an experienced ERP implementer early in the project as a “champion” who is empowered to make decisions about the project is important to the success of the project.
4.The PPM model together with associated CSFs from the Exploreco case provides practitioners with a useful example of successful “Vanilla” ERP implementation.

45. Conclusions and future research
The PPM has a dual function:
1.For researchers; it provides a foundation for further empirical research.
2.For parishioners need to pay more attention to planning phase and the CSFs in each phase.

46. THANK YOU FOR YOUR CONCERN
Till We Meet