Hot Topic: Managing Your ERP Implementation Presented by:

Transcription

1 Hot Topic: Managing Your ERP Implementation Presented by: Baker Tilly refers to Baker Tilly Virchow Krause, LLP, an independently owned and managed member of Baker Tilly International.

2 Agenda Objective: To provide you with strategies and tools to increase the likelihood of success in your ERP implementation. > Top 10 Reasons for ERP Failure > Preparing for Success > Project Management Musts 5

3 Top Reasons for ERP Failure 1. Strategic goals are not clearly defined 2. Top management is not committed to the system 3. Implementation project management is poor 4. The organization is not committed to change 5. A great implementation team is not selected 6

4 Top Reasons for ERP Failure 6. Inadequate education and training results in users that are unable to satisfactorily run the system 7. Data accuracy is not ensured 8. Performance measures are not adopted to ensure that the organization changes 9. Multi-site issues are not properly resolved 10. Technical difficulties can lead to implementation failures 7

5 Preparing for Success > Do not rely entirely on your implementer > If not already completed, define goals for the project. What are the intended outcomes? What does success look like? Samples: The County will produce their own financial statements within 24 months The County will reduce the number of journal entries The County will reduce the number of systems used in financial and human resource transactions by 50% within the first two years of the project 8

6 Project Management Musts > Do not rely on certifications to define your project management program. > Recognize that the success of the program relies as much on you and your staff as it does on the implementer chosen. > Spend time planning prior to implementing > A rigorous methodology should be in place Risk Assessment Communications Plan Change Management Issues Log 11

7 Initiate Stakeholder Analysis > Stakeholder > Position > Project Role > Unique Characteristics > Stakeholder Influence Level > Impact of Change on Stakeholder > Current Commitment Level > Desired Commitment Level > Accountability > Key Concerns/Issues and or Requirements (Needs/Wants) > Preliminary Actions/Steps (How do we move them from current to desired commitment level?) > Communication Approach 13

8 Plan - Communications Plan Visioning Awareness Inform Ask Reinforce Establish high-level vision for the project and solution. Communication around the project is intended to be directional with limited specifics at this point due to risks of details changing. Any mention of dates should be seasonal at best (avoid using specific dates). Intended to create knowledge and awareness of change coming to the workforce. Beginning to share more specific details around the project. Communication at this point should be designed to help create awareness rather than understanding within the employee population. Educate workforce on the nature of the change, highlighting specific dates, impacts and benefits to the employee population. Communications at this point pick up frequency and become more concrete with regard to exactly what will change. Detail increases. Ask users to change their Educate and remind behavior. You are now formally asking the user community for buy-in and compliance. workforce of the changes that have been put into place. Highlight specific changes, timing of when any "grace-periods" may end, and specific benefits delivered to the organization. Web Presentation Core Team Advocacy Web Presentations Signage - (on changes visible to broad employee population) Web Web Presentations Signage (on changes visible to broad employee population) Cascaded verbal messaging from management Presentations Signage(changes visible to broad employee population) Cascaded verbal messaging from management Web Presentations Signage(changes visible to broad employee population) 14

9 Plan - Communications Plan: Elements of Tool/Template > Communication Type > Target Audience > Objective > Messaging/Key Components > Sensitivities > Owner > Target Date/Frequency > Channel > Feedback Mechanism 15

10 Plan Change Management Readiness Assessment Subcategory / Change to be Introduced Impacted Level of Initial # Category Function Title Description Stakeholders Change Assessment Comments PHASE I 1 Tech Software Software Configuration 2 Tech System New Software to Support 3 Process Time Entry Time Entry Methods 4 Process Time Approval Time Approval Methods Specific requirements will be achieved via software configuration as opposed to programming software customizations IMS will need to provide support for the new software, which will differ from the current system: - Mainframe vs. web-based (different Operating Systems) - SQL Server vs. VSAM /IDMS - More advanced Security capabilities - No access to Source Code; Customizations done via API's and other tools Methods for time entry may change for certain business units Phase I: Minimal change for Employees, TECs will enter time in new tool Methods for time approval may change for certain business units. Supervisors will have greater role in determining appropriate labor codes employees can choose from IMS Key Users ("Super Users") IMS All Employees Supervisors TEC's High Medium High High Low Medium Low Medium Represents shift from IMS-based custom coding to user-based system configuration Will need to assess MGE IMS skills; May already have other systems with similar technology infrastructure Must confirm time entry methods and impacted stakeholders Must review/revise role of the TEC's and supervisors 16

11 Execute Issue Log Title Description Status Develop a plan for updating SMEs that miss analysis sessions Some SMEs have blackout dates and will not be able to attend the analysis sessions. A plan will need to developed to ensure that information is communicated and people have a chance to participate and provide feedback. Open Severity / Impact H,M,L Medium Impact on Objectives SMEs that miss sessions will need a mechanism to provide feedback and get updated on what they missed. Alternatives & Recs 1. Have Aaron provide the slides in advance of the analysis sessions for distribution by John Doe 2Jane Doe will take notes during the meeting and have individual sessions with people that did not attend the meetings. Submitted By Date Assigned Submitted To Date Assign Target Complete Date Progress Notes / Comments Jane Doe 4/23/14 Jane Doe 4/22/14 6/11/14 John Doe is setting up the SharePoint site by individual user 6/6/14 names, rather than by user department groups. This task is taking longer than expected. Follow-up with Al the week of 6/23/14. 17

12 Questions and comments Thank you for your attendance and participation! Questions, please contact: Shelley Fulla

13 Disclosure The content in this presentation is a resource for Baker Tilly Virchow Krause, LLP clients and prospective clients. Nothing contained in this presentation shall be construed as legal advice, opinion, or as an offer to buy or sell any property or services. In conformity with U.S. Treasury Department Circular 230, tax advice contained in this communication and any attachments is not intended to be used, and cannot be used, for the purpose of avoiding penalties that may be imposed under the Internal Revenue Code, nor may any such tax advice be used to promote, market or recommend to any person any transaction or matter that is the subject of this communication and any attachments. The intended recipients of this communication and any attachments are not subject to any limitation on the disclosure of the tax treatment or tax structure of any transaction or matter that is the subject of this communication and any attachments. 20