Please confirm you have read and understand this... Which Project are you Providing Feedback for? In What Capacity are you Commenting? CSF 1 : ERP teamwork and composition
Was an empowered, motivated and incentivised cross-functional team assigned to the implementation. Did the make up of the team include a mixture or ERP consultants and the internal staff both technical and non-technical. Did the client allocate the best people to the project?
CSF 2 : Top Management Support
Top management must approve and ensure that the project complements the strategy of the organisation. They must also be willing to release key people to the project and give them the time to do the best possible job. They must also communicate the projects importance and priority to the rest of the organisation and be on hand to resolve conflicts and escalated project issues.
CSF 3 : Business Plan and Vision
A business plan is essential to ensure that the projects justification is documented and it has a clearly defined direction with measurable goals and benefits. The plan should also include not only the “to be” state of the organisation, but include the objectives or operating model of the organisation during the transition period.
CSF 4: Effective Communication
Communication should be effective throughout the entire organisation regarding the project, not only its importance and progress, but it’s scope, deliverables and forthcoming change. CSF 5: Project Management
An individual or group should be empowered to drive the project forward and produce all deliverables that are scoped at the outset. Responsibilities include: -
• Keeping project within scope
• Planning and tracking against milestones
• Resource management
• Risk & Issue analysis, resolution and escalation
• Managing change control
• Project reporting and communications
• Budgetary control
The project manager or management team would work closely with the human resources department especially with regards to training requirements and organisational change issues that are a direct result of the implementation.
CSF 6: Project Champion
A project sponsor, preferably at executive level, should be appointed to promote the project internally and act as an executor for change.
Acting as the primary reporting line for the project management team, the sponsor would provide ad hoc direction to the project when required and resolve escalated issues, risks or conflicts that require executive level decision.
The sponsor would also typically brief the other executives with regards to progress and status and communicate feedback to the project team.
CSF 7: Legacy Systems
Current systems will be supporting existing business processes and therefore provide invaluable use during the “scoping” phase of the ERP lifecycle. Some of the processes supported in the legacy systems may provide a competitive advantage and shouldn’t be disregarded even if it requires customising the ERP system.
It is important that the current systems are stable and support the current processes adequately, after all the data provided by these systems may be used for conversion into the ERP system and therefore data quality and integrity is paramount.
CSF 8: Change Management Programme and Culture
Change will need to be managed throughout the project and ERP lifecycle, this include training for end-users for application user interface and process changes. Additionally the re-skilling of IT personnel in readiness for post implementation where the system will need to be supported and continual improvements identified.
The communication of change is of vital importance; organisations that have a culture that is receptive to the idea of change and continual improvement will help ensure a successful implementation.
CSF 9: Business process re-engineering
It is important that the business reengineers the processes to suit the software wherever possible, this will ensure that the organisation can take full advantage of the future software release upgrade path.
Ideally, processes should be reengineered prior to selection of the package and iteratively reengineered to maximise potential process improvements from the system.
It is inevitable that some processes cannot be mapped and customisation unavoidable; this may be for reasons of competitive advantage. This does introduce additional risks, however these may be far outweighed by the benefits.
CSF 10: Software development, testing and troubleshooting
It goes without saying that the ERP system should be configured and tested prior to deployment. It may also be required that interfaces to legacy systems are developed in house if they are not readily available for purchase.
The importance of testing cannot be emphasised enough to ensure a smooth implementation, however, a degree of flexibility and patience is required should troubleshooting be required post implementation.
Any data that is to be migrated from a legacy system should be cleansed beforehand so as not to inherit data integrity issues. This should be backed up by a data migration plan that includes reconciliations and sign off criteria.
CSF 11: Monitoring and evaluation of performance
Progress is to be monitored as part of the normal project management activity; therefore project management criteria will be used to identify slippage and budgetary matters.
Monitoring should occur at a user feedback level, this is particularly important at this stage of the project where requirements or process issues that weren’t identified or simply overlooked at the project phase are flagged.
Typically users will need to extract ad hoc information from the system, it is therefore advisable that some users are given access to reporting tools to allow them to produce their own reports.
For management purposes, the benefits of the system should also be measured to ensure the benefits are actually being realised as planned, these metrics would have been initially defined in the scoping phase.
ORGANISATIONAL FEEDBACK for the Project in Q1 The following teams were adequately resourced for this project in terms of quantity of resources and skillset.
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Interaction between the consulting team and the development teams was effective with regards to the following
QUALITY FEEDBACK for the Project in Q1 The fit analysis was a success in terms of winning the project, In terms of the process, please comment on the following
Quality system processes should support all projects adequately with regards to its size and complexity, please rate in terms of the quality the following areas.
With regards to the software corrections that were made during this project, please rate these comments.
PROJECT MANAGEMENT AND IMPLEMENTATION FEEDBACK for the Project in Q1 State whether you agree with the following statements in relation to the project and its planning
PRODUCT FEEDBACK - ANSWER ONLY ONCE - NOT PROJECT RELATED |
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