3.2. ERP System implementation phases
These phases make the project progress by providing visible
landmarks and give a general layout of the project.
3.2.1. launch phase
Anticipating all necessary resources for an immediate
departure of the project is the key of success in this phase. This phase
requires a strong involvement of senior managers and economic objectives must
be known and shared.
The failure factors are due to a too fast start of the project
caused by a long decisional cycle and the consultants desire to gain the lost
time.
Key activities are:
3.2.1.1. Build the project and release means
This will require mobilizing the project team which is a
difficult step because after identifying the potential partners we must,
negotiate with those concerned their participation in the project, and convince
their superiors.
In this step difficulty is that for many operational users, it is
not obvious to leave their own structure and join the project team for one to
two years.
3.2.1.2. Confirm the objectives and identify the open
questions
Formalization of objectives and definition of exact needs are
the challenge for the project team. Indeed they can make concrete and visible
the project's contribution to the company goals by allowing needed
resources.
The objectives are first expressed in general terms and therefore
must be listed by the project management in more details:
- Organizational scope, which specifies the entities involved:
Business units,
services, profiles and number of users.
- Functional scope, which identifies functions / processes used
by prospective users and the modules and sub modules in the ERP.
- Integration scope, which details other applications with which
ERP data exchange.
By performing this exercise, we will detect "open questions" that
should be clarified during the design phase.
Key questions that a business should ask are: Who will lead our
implementation effort?
- Do we have the in house resources, skills and experience to
implement ERP?
- Should we build effective strategic partnerships?
- Have we considered how the implementation will differentiate
our business?
- Have we developed a business case for the ERP implementation
project?
- Do the features and functions meet our needs?
- Is the ERP package compatible with our business?
- Should we buy an integrated package from a single vendor or
best-of-breed
solutions from several vendors?
- How do we get started with the implementation?
- What steps do we take to ensure that the implementation is on
track? - How do we ensure that our people are accepting change?
- How do we integrate the ERP with our other legacy systems?
The Project team has to detect those under the responsibility of
the direction team.
Open questions will be resolved during the next phase.
However, if the questions are important, it will be advisable, before starting
the design phase, to take time and clarify the key points by a pre-focused
study.
3.2.1.3. Initiate information systems mapping
During this phase, the concern is to establish, or at least to
initiate the establishment of a mapping.
Mapping is related to existing applications, interfaces,
platforms and technologies that support the information flows around the
databases and allows in the next phase project team to assess the functional
context of integration between the ERP and other applications.
This will be made with computer services technical study, and
using functional to clarify the functions which are handled by existing
applications.
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