1 ERP Implementation Risk: Identifying, Monitoring and Remediating Issues Throughout the Project to Ensure Success Introduction From hardware and software implementation to support services, organizations spend millions of dollars on enterprise resource planning (ERP) systems. There is little margin for error when undertaking such a significant investment. If deadlines slip or the ERP system does not function as intended, it can quickly derail business decision-making, productivity and profitability. ERP projects are notorious for high failure rates. Enterprises are often under great pressure to complete ERP projects based on tight schedules and budgets, so corner-cutting and missteps often occur. This can lead to costly problems during the implementation process, which can persist long after go-live. Outlined in this paper are some common risks that arise during the ERP implementation process and recommendations for managing them. Common Risk Areas for ERP Projects Project Management and Executive Sponsorship ERP systems are designed to improve the flow of information throughout the enterprise, and enhance communication and decision-making. Yet one of the most significant and frequently identified risks to project success is lack of communication and slow decision-making among key stakeholders including executive management, business process owners, the IT organization, and compliance. One reason for lack of engagement by stakeholders is the view that an ERP implementation is simply an IT project. And quite often, core business process owners are assigned responsibility for managing all aspects of the process, from overseeing system design to go-live, even if they have little or no experience as project managers or understanding of ERP systems.
2 ERP implementations should be viewed as a business-driven initiative that will have a lasting impact on how the organization operates. Without question, executive involvement in decision-making is integral to success. There should be a steering committee with senior executive representation from the business areas affected by the implementation. The steering committee should receive regular updates on the project and be consulted by the project team when key issues or decisions cannot be resolved by the project team. In addition, steering committee members often play an important role in mentoring and supporting the business process owners involved in the day-to-day activities of the ERP implementation. The steering committee is supported by a project management office (sometimes called a PMO), which should be staffed by experienced project managers with clearly defined responsibilities. Large ERP implementations, while commonly thought of as one project, are actually a complex web of multiple, interdependent projects that may involve very different skill sets, such as implementing technical infrastructures, configuring the new business processes or training thousands of end users. The role of the PMO is to provide a common communications framework and a project plan for running the implementation. An integrated project plan that provides milestones the team can manage, and recognizes the dependencies between the various teams involved in an implementation, is another key to success. Other important functions of the PMO include providing an Over-Reliance on the System Integrator A common pitfall, even for organizations that have been through an ERP implementation in the past and may now be pursuing a system enhancement or upgrade, is putting too much trust in the system integrator. There is an assumption that given a vendor s ERP expertise, the team assigned to the project will fully understand and acknowledge the client s needs. However, once the ERP system integrator has been engaged for a project, it is essential for the organization to monitor the vendor s performance throughout each phase of the implementation process. It also must be determined whether the vendor is delivering on expectations efficiently and effectively and applying leading practices it has developed through work for other customers in the same industry. Another potential risk area is that even the most established system integrators often engage contractors on ERP assignments including multimillion dollar projects. Companies hire system integrators under the assumption that the integrator s employees will work seamlessly together; however, this is often not the case when many contractors are involved who have not worked together in the past or are not well versed in the integrator s culture and methodology for delivering ERP implementations. Thus, there is no guarantee that every person the vendor presents to work on the project has the same depth of experience and knowledge as the core team of experts the client may have assumed would be devoted to the project. integrated approach across the project for resource planning, issue resolution, status reporting, procurement and cost management. If no formalized decision-making process for the ERP initiative exists from the outset and project managers or process owners do not feel empowered to make decisions, a great deal of time can be wasted debating issues, resulting in suboptimal solutions. For example, the steering committee needs to provide tone at the top with regard to the re-engineering and business goals of the project. Without this guidance, it is common for some teams to pursue a vanilla implementation of the ERP package, while other teams develop aggressive, and often Protiviti 2
3 expensive, processes requiring extensive customization of the base ERP package. Every organization is different, so an ideal level of project management and executive sponsorship will depend largely on the prevailing culture and some trial and error by stakeholders to determine what works. Realistic Development of Project Schedule and Plan ERP implementations can fail because organizations underestimate the magnitude of the undertaking and develop a project plan with an unrealistic timeline that leaves no contingency to accommodate delays due to even minor unforeseen circumstances. In fact, these unknowns can result in significant project overruns, as the dependencies between various implementation activities tend to compound schedule slippage and resource costs because team members are not effectively utilized. Planning and managing milestones are critical success factors for the execution of a successful ERP project schedule and work plan. While it s important to give consideration to resource loading to ensure the team is equipped to handle the project, it s extraordinarily difficult to maintain a fully resource-balanced plan at the task level for a large ERP implementation. In our experience, organizations often find the right balance by establishing critical milestones around which all the interdependent teams on a project can plan. Teams should develop a work plan based on these milestones, and then manage their scope, schedule and resourcing to achieve those critical milestones. This helps limit the risk created by dependencies between workstreams, compounding schedule and cost slippages across the project. The PMO and steering committee together play a critical role in determining the pace of issue resolution and decision-making necessary to support the project schedule by making quick, educated and sometimes tough decisions. Organizations need to develop and adhere to a realistic project schedule that fully considers the complexity of ERP system customization and also helps management prioritize implementation of system features the business needs most and most immediately. Organizational Change Management The impact the user community has on the overall success of an ERP system implementation should not be underestimated. An ERP solution will transform how people work in the organization, making their activities much more connected and transparent. Existing business processes are likely to change or even become unnecessary, as might the responsibilities of individual employees. Change management a planned approach to change in an organization is vital to providing structure for the workforce s transition and acceptance of the ERP system. A common pitfall is to think of change management as simply training. A formal change management plan should be developed and a change management team assembled to work throughout the ERP project life cycle to support change management issues associated with the system s implementation. The change management process should begin early in order to create awareness across the organization of the ERP implementation project, its expected benefits, and the impact it will have on people, processes and technology. Later, as functional teams are designing and configuring new business processes, the change management team can play a role in creating awareness of how various tasks and steps in the process impact job design and organizational structure. The understanding of new processes, roles and jobs is critical to the design of a successful training curriculum and plan. At later stages of the project, in addition to driving user Protiviti 3
4 training, the change management team plays a key role in communications and business readiness leading up to go-live. Appropriate Business Involvement Another potential risk area during the ERP implementation process is lack of appropriate involvement from the functional areas of the business. Each business process (e.g., Order to Cash, Record to Report and Requisition to Payment) on a large implementation should have a process owner whose full-time job is the success of the ERP implementation. Process owners should be empowered to make functional decisions about the to-be business processes, as well as for scoping, testing and issue resolution. In large organizations, the process owner role may become permanent, continuing on after implementation to provide global decision-making, issue resolution and governance for units conducting business within the same ERP system. Successful organizations formally transfer process owners and other resources from their business areas into ERP projects full-time and work through the associated backfill, compensation and career progression implications. Many organizations utilize incentive programs to ensure retention of key employees and enhance their engagement throughout the ERP implementation. Participation on a large ERP project can give a boost to the careers of high performers, as they have visibility and exposure to executive management and input on the to be business processes. Testing to Ensure Core Business Processes Are Functioning Correctly Testing is essential to ERP implementation success, but it is often the phase where organizations decide to take shortcuts to meet the planned go-live date. The first phase of testing, often called unit testing, involves testing individual transactions and subprocesses in a stand-alone fashion to ensure the system is meeting all documented requirements and is working as expected. This phase of testing often takes longer than scheduled, resulting in unrealistic compression of the most important phases of testing, which are integration testing and user acceptance testing (UAT). Integration testing is often the most challenging and rewarding stage of an ERP project. Once it is properly completed, the team emerges with confidence that the ERP solution will work, and they are eager to share it with the business. Some attributes of a successful integration test strategy include: Involvement of the business to define full end-to-end testing scenarios that simulate realworld business transactions Documented test scripts (versus ad hoc testing) Use of test data (master data and transactional data) that has been converted from the legacy systems using the conversion tools and processes that will be relied upon at go-live Multiple iterations of test execution, progressively resolving defects and issues that increased the complexity of test scenarios completed A stable test environment subject to tight change control Use of end user access security roles to conduct later stages of integration testing Protiviti 4
5 UAT allows a broad base of users in the organization to review the ERP system and confirm that it meets requirements prior to go-live. Ideally, UAT occurs after user training is complete, but prior to go-live. This allows the user community some hands-on time to reinforce the skills learned in training. Some portion of the UAT is typically structured to simulate a period of business activity in order to reconcile the outcomes back to legacy systems. UAT is also a critical time for user access security testing and validation of fully functioning user roles with the required authorization and organizational restrictions. Data Conversion/Master Data Management In an ERP implementation, the data conversion and validation process often is not adequately planned and typically takes more time than anticipated. Organizations need to understand the requirements of data conversion and proactively assess its potential impact on the implementation schedule. Mapping existing legacy data structures and fields to the new environment can be tedious and time-consuming. Plans should be made to clean up data in the legacy environment prior to converting it over to the new system. Data conversion programs and tools need to be tested rigorously through successive waves of mock conversions that demonstrate the ability to load data into the system accurately. Data conversions should be validated by business users who can confirm their accuracy. Statistical sampling techniques are often used to support the review of large volumes of data. On one recent ERP risk review at a construction industry client, for example, we noted 100 customer master entries that represented the same customer. These duplicates had arisen over time as field offices and various users created customer records to suit their needs. However, based on the design of the new ERP platform, customer data was to be managed centrally by a small group of users; thus, a monumental data cleanup exercise was necessary to prepare the customer database for conversion. In addition, it was necessary to define a governance structure as well as business processes for centralized entry and management of the customer data an effort that evolved into a separate project unto itself. Technical Infrastructure and Custom Development There is a wide range of technical issues some anticipated in a formal risk assessment, some not that can delay or otherwise undermine the success of an ERP implementation. Common issues include: Insufficient knowledge transfer from the system integrator to the long-term support team Network and service-level issues associated with upgrading or outsourcing of data centers Insufficient system resources allocated for high demand on middleware and interface architectures Stressed network or insufficient bandwidth, especially at remote sites, due to inadequate volume and stress testing of the infrastructure Ineffective technical change management processes Inadequate or unproven business continuity and disaster recovery plans Regardless of an organization s best efforts to implement an ERP solution with minimal customization, there will nearly always be requirements generated from the business that require custom development. Examples include reports, interfaces, conversion programs, code extensions and forms. Limiting customization is a key hurdle to successful ERP implementation. Protiviti 5
6 Delays in the completion of custom development are a common reason for overall project delays, as they limit the ability to perform robust integration testing. Therefore, a process should be in place to justify deviations from standard functionality provided in the package. In addition, custom development should adhere to the system development life cycle (SDLC) and documentation requirements expected by the organization. Consultants may not fully understand these expectations, and deficiencies in this area are a common finding in project risk reviews. Cutover Cutover is the period during which the changeover to the new ERP system occurs. Cutover activities may start several weeks ahead of the go-live date and typically continue through the first month-end close on the new system. Cutover involves a comprehensive and highly choreographed set of specific tasks related to shutting down business on existing systems, converting data to the new ERP system, and ramping up business on the new system. The timeline and dependencies between all steps need to be carefully planned out and practiced through mock cutovers. For example, the elapsed time to load data during the cutover window can represent a significant constraint. Underestimating the duration of data loads can result in delays during the cutover period. The cutover plan should include the following key milestones: System freeze in the legacy system Stoppage of business activity leading up to the cutover Go/no-go decision points in the plan Financial cutover activities Back-out contingency plan in the event unforeseen issues are encountered A cutover plan should be drafted several months prior to go-live and continuously refined as the go-live date approaches. Since the resource demands for this planning often occur in parallel with system testing activities, many organizations fail to mobilize cutover planning with adequate lead time to address all of the considerations. After go-live, organizations should ensure increased levels of end user support will be available. This may include retention of some consultants and deployment of a network of power users specific to each business process. These users have SAP business process expertise specific to the ERP implementation and can act as a first level of support for end users during the golive. Planning for the stabilization period after go-live is considered a leading practice and, at minimum, will extend through the first month-end close. Compliance Regulations, Internal Controls and Security If there is lack of focus on internal controls and compliance requirements during the ERP implementation, organizations can easily end up going live with a system that later requires additional documentation and rework at significant cost. For instance, many system integrators are not familiar with Sarbanes-Oxley requirements, and as a result, those requirements are not considered or discussed with the business at the early stages of the implementation. Because process leads and team members are not typically experts in the technical aspects of ERP, it is unlikely they will know whether a design is inadequate or inefficient from a compliance standpoint. Protiviti 6
7 Security controls, such as segregation of duties and sensitive access, are an integral concept for internal controls and ERP. Not only should end user access be driven by a segregation of duties and sensitive access rule set that has been approved by both internal and external audit, but the architecture of the security roles should also be designed in a way that is flexible for the organization s needs. Many organizations miss the importance of properly designing ERP user access security, leaving users with an unnecessary segregation of duties and no way to remove access without performing a costly redesign project. In addition, some high-risk segregation of duties issues will need to be mitigated with compensating manual controls, thus increasing the cost of compliance. Controls should also be considered in the design of business processes. ERP systems are highly configurable, and the project team will make decisions about the setup of processes that have a large impact on internal controls. These automated controls within each business process, such as tolerance levels, approvals and validation checks, will decrease the number of manual control activities that need to take place. Examples include: Controls that prevent duplicate payments to vendors Tolerance levels and validation checks in the three-way match process Review and approval of manual pricing and issuance of customer credit memos Review and approval of journal entries based on delegation of authority structures A leading practice on ERP implementations is to identify a controls team that is formally part of the project organization structure. This team works across the project, engaging with the process teams, security team and training team to help ensure internal control and compliance requirements are understood, designed into the system, documented and tested. The controls team also works externally to the project, acting as a liaison to internal and external audit to help provide confidence and evidence that internal controls are being addressed in the implementation. Engaging an Advocate for Management Organizations, particularly those going through an ERP implementation for the first time, can benefit from having an external resource to help develop an implementation risk assessment approach by working with management to identify, monitor and mitigate key risks. ERP implementation experience and knowledge of typical risks and leading practices are essential to the success of the project. A typical approach is to conduct a series of project risk assessments that align with the major milestones of an implementation. This provides the ability to gauge the progress of critical workstreams through each step of the project and to benchmark the teams risk mitigation progress against prior reviews. Working as management s advocate, this implementation risk monitoring function can help to ensure continuous focus is maintained throughout all phases of the ERP project life cycle design, build, testing and go-live on risks that have the potential to undermine success. Protiviti 7
8 Example A manufacturing firm that provides electronic equipment, instruments and components to both consumer and life sciences markets asked Protiviti to provide an objective review of its ERP implementation process and make recommendations to support the project timeline currently in place. Our team, working with the client s PMO, conducted a thorough analysis of project documentation and interviewed a cross-section of project team members representing both the client and the ERP vendor selected for the project. Through this process, Protiviti s experts determined that the start date and estimated duration for the next phase of implementation were unrealistic, and that other significant risks had the potential to derail project success. Among the recommendations we provided to the client s PMO were intensifying the focus on tactical project management across the project, including actively measuring progress for creation of a more detailed project plan, and increasing expectations that the system integrator provide recommended approaches, methodologies and leading practices for project activities. Additionally, Protiviti advised that the client identify and appoint an experienced and responsible owner for all critical workstreams to serve as a single point of accountability to drive day-to-day planning, execution, progress measurement and issue resolution across the ERP project team. Through our analysis of the current approach to the ERP implementation, we found delays occurring in workstreams such as data conversion, test planning and security due to lack of an accountable owner authorized to drive work across the project team. The risk heat map below was developed and used to facilitate discussions with management and place emphasis on the most urgent risks. Protiviti 8
9 About Protiviti Protiviti ( is a global consulting firm that helps companies solve problems in finance, technology, operations, governance, risk and internal audit, and has served more than 60 percent of Fortune 1000 and 35 percent of Fortune Global 500 companies. Protiviti and our independently owned Member Firms serve clients through a network of more than 70 locations in over 20 countries. We also work with smaller, growing companies, including those looking to go public, as well as with government agencies. Named one of the 2015 Fortune 100 Best Companies to Work For, Protiviti is a wholly owned subsidiary of Robert Half (NYSE: RHI). Founded in 1948, Robert Half is a member of the S&P 500 index. About Protiviti s ERP Implementation Risk Management Practice Protiviti s ERP Implementation Risk Management professionals help organizations reduce the risk and cost of ERP implementations and achieve the return on investment intended from the initiative. Our consultants help organizations to identify, measure and manage the risks they face in executing major ERP system implementations. With our understanding of best practices for ERP implementations and experience with how system integrators accomplish these initiatives, we are uniquely suited to incorporating the needs of the internal and external audit groups into these projects. For additional information about the issues reviewed here or Protiviti s services, please contact: Carol Raimo John Folk Thomas Luick Steve Cabello John Harrison Ronan O Shea Protiviti Inc. An Equal Opportunity Employer M/F/Disability/Vet. Protiviti is not licensed or registered as a public accounting firm and does not issue opinions on financial statements or offer attestation services.
Development, Acquisition, Implementation, and Maintenance of Application Systems Part of a series of notes to help Centers review their own Center internal management processes from the point of view of
www.pwc.com Top 10 System Implementation Audit Considerations Project lifecycle control considerations Auditing standards place specific requirements on the auditor to understand how a Client has responded
Release Management: Effective practices for IT delivery Introduction Today s health plans face a unique combination of technology challenges due to their complex IT environments. These environments serve
Project Risk and Pre/Post Implementation Reviews Material Changes to the System of Internal Control VGFOA Conference (Virginia Beach, VA) May 20, 2015 Agenda/Objectives Understand why system implementations
Capital Projects and Construction: Building in Risk Management and Project Controls Making Every Dollar Count The global economic crisis sparked by the subprime mortgage debacle, the collapse of the securitized
In this chapter Learn what comprises a successful project Understand the common characteristics of troubled projects Review the common characteristics of successful projects Learn which tools are indispensable
2015 ERP GUIDE 14 TRUTHS: How To Prepare For, Select, Implement And Optimize Your ERP Solution Some ERP implementations can be described as transformational, company-changing events. Others are big disappointments
Agile Technology Controls for Startups a Contradiction in Terms or a Real Opportunity? Implementing Dynamic, Flexible and Continuously Optimized IT General Controls POWERFUL INSIGHTS Issue It s not a secret
Financial Close Optimization: Five Steps for Identifying and Resolving Systems and Process Inefficiencies Introduction A recent survey by the Institute of Management Accountants found that financial closing
Advisory Risk management and the transition of projects to business as usual Financial Services kpmg.com 2 Risk Management and the Transition of Projects to Business as Usual Introduction Today s banks,
Justin P. Wilson Comptroller STATE OF TENNESSEE COMPTROLLER OF THE TREASURY State Capitol Nashville, Tennessee 37243-9034 (615) 741-2501 The Honorable Phil Bredesen, Governor and Members of the General
Process Control Optimisation with SAP The procure-to-pay cycle, which includes all activities from the procurement of goods and services to receiving invoices and paying vendors, is a basic business process.
SAP BusinessObjects GRC Access Control 10.0 New Feature Highlights and Initial Lessons Learned Executive Summary Organizations evaluating technology solutions to enhance their governance, risk and compliance
Proactive Risk Management with SAP BusinessObjects Leveraging Technology to Gain Enterprise Transparency and Rapid Insight into Changing Business Conditions INTRODUCTION What is the totality of our enterprise
SDLC- Key Areas to Audit in IT Projects ISACA Geek Week 2013 8/21/2013 1 Introductions and Projects Overview Presenters Charlie Miller and Andrew Gerndt The Coca-Cola Company Principal IT Auditors Atlanta,
FINANCE TRANSFORMATION CHALLENGES Fred Hargrove Managing Director IN THIS WHITE PAPER Challenges of Finance Transformation... 3 PEOPLE/ORGANIZATION CHALLENGES... 3 Competing priorities/limited resources
Governance Guideline SEPTEMBER 2013 BC CREDIT UNIONS www.fic.gov.bc.ca INTRODUCTION The Financial Institutions Commission 1 (FICOM) holds the Board of Directors 2 (board) accountable for the stewardship
Performance Audit Concurrent Review: ERP Pre-Solicitation April 2002 City Auditor s Office City of Kansas City, Missouri 24-2001 April 10, 2002 Honorable Mayor and Members of the City Council: We conducted
Achieve Economic Synergies by Managing Your Human Capital In The Cloud By Orblogic, March 12, 2014 KEY POINTS TO CONSIDER C LOUD S OLUTIONS A RE P RACTICAL AND E ASY TO I MPLEMENT Time to market and rapid
Office of the Auditor General AUDIT OF IT GOVERNANCE Tabled at Audit Committee March 12, 2015 This page has intentionally been left blank Table of Contents Executive Summary... 1 Introduction... 1 Background...
Analyst Position Description September 4, 2015 Analysis Position Description September 4, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...
SAP Thought Leadership Paper SAP Active Quality Management Driving Excellence in Implementation and Beyond The Underlying Quality Principles 2014 SAP AG or an SAP affiliate company. All rights reserved.
High Value Audits: An Update on Information Technology Auditing Robert B. Hirth Jr., Managing Director The technology landscape and its impact on internal audit Technology is playing an ever-growing role
Practical Approaches to Achieving Sustainable IT Governance Beyond Mandates: Getting to Sustainable IT Governance Best Practices Agenda IT Governance Definition IT Governance Principles IT Governance Decisions
NEW PERSPECTIVES on Healthcare Risk Management, Control and Governance www.ahia.org Journal of the Association of Heathcare Internal Auditors Vol. 31, No. 2, Summer, 2012 C1 is customer provided Data Analysis
Three Strategies for Implementing HR in the Cloud Adoption of cloud-based, software-as-a-service (SaaS) human resource management systems (HRMS) has become one of the hottest trends in HR. According to
CDC UNIFIED PROCESS JOB AID Independent Verification & Validation Activities Document Purpose This Job Aid is a brief document listing the items to be noted, checked, remembered, and delivered when completing
A SAP ERP Upgrade Checklist Project Preparation Upgrade Project Phase Project Preparation Definition From the project perspective the project preparation phase includes: Learning about the new functionality
Optimizing the business of healthcare 5 Steps To Healthcare Change Management: Table of Contents Overview 1 1. Establishing Change Goals 2 The Change Driver 2 The Importance of Clear Goals and Objectives
Based on 2008 Survey of 255 Non-IT CEOs/Executives > 50% Ranked ITG as very important > 75% of businesses consider ITG to be an integral part of enterprise governance, but the overall maturity level is
Enabling IT Performance & Value with Effective IT Governance Assessment & Improvement Practices April 10, 2013 Today's Agenda: Key Topics Defining IT Governance IT Governance Elements & Responsibilities
Project Management Issues in the Finance Transformation Arena Projects, and the ability to deliver them on time and on budget, not only represent an ongoing challenge for any organization, but also require
Engineer Position Description February 9, 2015 Engineer Position Description February 9, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...
PROTIVITI FLASH REPORT Cybersecurity Framework: Where Do We Go From Here? February 25, 2014 Just over a year ago, President Barack Obama signed an Executive Order (EO) calling for increased cybersecurity
State of Oklahoma 2009 NASCIO Recognition Awards Nomination Statewide ERP Implementation Office of State Finance Nominating Category: Enterprise IT Management Initiatives Lead, Support, Serve B. Executive
WHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)? Due to the often complex and risky nature of projects, many organizations experience pressure for consistency in strategy, communication,
APPENDIX 3 TO SCHEDULE 8.1 TO THE COMPREHENSIVE INFRASTRUCTURE AGREEMENT 1.0 Transition Services and Affected Employees The highest priority in the design of Northrop Grumman s transition plan is to transfer
: Designing a Continuous Response Architecture 5 Steps For Windows Server 2003 End of Life Success FAST FACTS Over 10 Million Windows Server 2003 Devices Still In Use Less Than 250 Days To Windows Server
in collaboration with Project, Program & Portfolio Help Leading Firms Deliver Value Managing Effectively & Efficiently Through an Enterprise PMO Program & Portfolio : Aligning IT Capabilities with Business
االله الرحمن الرحيم بسم ENTERPRISE RESOURCE PLANNING SYSTEMS OVERVIEW Omer Omarabi January 2010 Agenda IT Planning & Challenges In Sudan What is an ERP System? Why You Need an ERP System? How to get your
Request for Proposal for Application Development and Maintenance s for ML Store platforms Annex 4: Application Development & Maintenance Requirements Description TABLE OF CONTENTS Page 1 1.0 s Overview...
Business Continuity and Disaster Recovery Job Descriptions Table of Contents Business Continuity Services Organization Chart... 2 Director Business Continuity Services Group... 3 Manager of Business Recovery
White Paper: ENTERPRISE SOLUTIONS IMPLEMENTING ERP SYSTEMS IN THE PUBLIC SECTOR: NINE SURE WAYS TO FAIL OR SUCCEED IMPLEMENTING ERP SYSTEMS IN THE PUBLIC SECTOR: NINE SURE WAYS TO FAIL OR SUCCEED IN THIS
WHITE PAPER APRIL 2012 Leading an Implementation Campaign to Address the Convergence of Healthcare Reform Initiatives New healthcare reforms have created an unprecedented impact on hospital systems operations.
CITIZENS PROPERTY INSURANCE CORPORATION SUMMARY MINUTES OF THE INFORMATION SYSTEMS ADVISORY COMMITTEE MEETING Friday, The Information Systems Advisory Committee (ISAC) of Citizens Property Insurance Corporation
8 Critical Success Factors When Planning a CMS Data Migration Executive Summary The first step to success. This paper is loaded with critical information that will promote the likelihood of your success
Point of View Generating life sciences Impact Transforming life sciences contract management operations into sustainable profit centers Globally, life sciences companies spend anywhere from $700 million
Earned Value Management for Enterprise Resource Planning Implementations Venu Kotamraju Abstract ERP implementations are a special breed of projects. They are often characterized by aggressive timelines,
RECONCILIATION IntelliMatch Operational Control services Optimize. PRODUCT SHEET Maximize potential with services Efficient managed reconciliation service Overview At its best, technology provides financial
Cost of Poor Quality: Analysis for IT Service Management Software Software Concurrent Session: ISE 09 Wed. May 23, 8:00 AM 9:00 AM Presenter: Daniel Zrymiak Key Points: Use the Cost of Poor Quality: Failure
1. FPO Guide to the Sarbanes-Oxley Act: IT Risks and Controls Second Edition Table of Contents Introduction... 1 Overall IT Risk and Control Approach and Considerations When Complying with Sarbanes-Oxley...
The 2014 Manufacturing ERP Report Copyright 2013 Panorama Consulting Solutions. All rights reserved. No unauthorized reproduction without the author s written consent. All references to this publication
GUIDELINES FOR BUSINESS CONTINUITY IN WHOLESALE MARKETS AND SUPPORT SYSTEMS MARKET SUPERVISION OFFICE October 2004 1 1. Introduction Guaranteeing the efficiency and correct operation of money and financial
ERP Project Management An Activity Based Approach INTRODUCTION A concern for many ERP (Enterprise Resource Planning) project managers is how to control the risk of the ERP project. How the project manager
PHASE IV Vendor Relationship Management Vendor relationship management begins during contract negotiations and continues through implementation and continued use. The contract serves as the blueprint for
DATA GOVERNANCE Enterprise Data Governance Strategies and Approaches for Implementing a Multi-Domain Data Governance Model Mark Allen Sr. Consultant, Enterprise Data Governance WellPoint, Inc. 1 Introduction:
Schedule 46 SAO Certificate FAQs Ensuring Correct Completion and Submission of the SAO Certificate The first submission of the Schedule 46 Finance Act 2009 (FA09) senior accounting officer (SAO) certificate
North Carolina Procurement Transformation Governance Model March 11, 2011 Executive Summary Design Approach Process Governance Model Overview Recommended Governance Structure Recommended Governance Processes
Feature 2. Project team members are required to perform their regular responsibilities in addition to committing their time to the implementation. Organizations can overcome these challenges if they find
Colorado Department of Health Care Policy and Financing Solicitation #: HCPFRFPCW14BIDM Business Intelligence and Data Management Services (BIDM) Appendix B BIDM Project Phases Tables The guidelines for
Accenture CAS: Solution Implementation Making change happen Rooted in a strong culture of client service and success, our smart, committed and experienced professionals collaborate as global teams to create
Maryland Health Benefit Exchange: Independent Verification and Validation (IV&V) Services Public Summary Angarai International Monthly IV&V Report Report Month: August 2014 Delivery Date: September 15,
Jason Kurtz Thomas Derhake ERP: Russian Roulette or High caliber initiative? if an erp project costs more than $12 million Your chances of coming in on time and on budget with the agreed-to scope-is Statistically
Utilizing Defect Management for Process Improvement Kenneth Brown, CSQA, CSTE firstname.lastname@example.org What This Presentation Will Cover How to Appropriately Classify and Measure Defects What to Measure in Defect
Engineer Position Description February 9, 2015 Engineer Position Description February 9, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...
A P P L I C A T I O N S A WHITE PAPER SERIES SYNTEL, A U.S.-BASED IT SERVICE PROVIDER WITH AN EXTENSIVE GLOBAL DELIVERY SERVICE, SUGGESTS SPECIFIC BEST PRACTICES FOR REDUCING COSTS AND IMPROVING BUSINESS
IT advisory SERVICES Driving Business Value A closer look at ERP consolidations and upgrades KPMG LLP Meaningful business decisions that help accomplish business goals and growth objectives may call for
Shared Services 101 Shared Services Defined The objective of Shared Services is to optimize the delivery of costeffective, flexible, quality services to all clients. Combines the Best of Both Models: Scale
Industrial Rapid Implementation Methodology (InRIM) Introduction The path to improving asset effectiveness and productivity must be based on a firm foundation created from the interaction of three essential
STATE OF MICHIGAN SACWIS Planning Department of Human Services Strategic Implementation Plan: Project Staffing Executive Summary The State of Michigan has dedicated integrated team of resources for the
Data Governance Overview Anthony Chalker Managing Director August 12, 2014 2:05 2:55 Session What is Data Governance? Data Governance is the specification of decision rights and an accountability framework
STATE OF MICHIGAN Department of Information Technology Enterprise IT Portfolio Governance and Management Model NASCIO 2007 RECOGNITION AWARDS CATEGORY: IT PROJECT AND PORTFOLIO MANAGEMENT Enterprise IT
whitepaper Keys to a Successful Data Center Relocation Table of contents What you will learn 2 Selecting a DCR planning partner 3 The five keys to achieving DCR success 4 A DCR success story 7 Conclusion
Auditing Capital Projects and Project Controls March 2013 Internal Audit Perspective Oversight Insight Foresight Is the process operating as planned? Are controls, resources, and performance measures adequate
WHITE PAPER Business Process Services: A Successful Transition Is the Foundation of World- Class Outsourcing A summary of the key transition questions asked by our clients In this paper, we examine five
Financial and Cash Management Task Force January 30, 2009 Table Of Contents 1 Executive Summary... 4 2 Introduction... 6 2.1 External Reports on Project Aspire... 7 2.1.1 Council on Efficient Government
The Power of Process, People, and Tools When Testing a Complex Integration Landscape for a Very Large Initial Retail ERP Implementation Nicki Nicolo Nike, Inc. Nicki.Nicolo@nike.com Abstract Anyone who
MEMORANDUM FOR THE HEADS OF DEPARTMENTS AND AGENCIES FROM: SUBJECT: Peter R. Orszag Director Managing the Multi-Sector Workforce Federal agencies use both federal employees and private sector contractors