Traditional ERP Life Cycle
SDLC Approach
Second Stage: Analysis and Design
Rapid SDLC Approach
First Stage : Scope and commitment stage
ERP Lifecycle
Difference between SDLC and ERPLC
Methodology of SDLC
Review Question
- What is the role of the systems approach in the
SDLC?
Third Stage : Acquisition and Development
- Discuss the alternate approaches of SDLC and the
benefits of these alternatives.
Project Leads
Goal.
SDLC: Develop a new system.
ERPLC: Implement a packaged system that integrate business processes into a system.
Provide input to Management
Analysis.
SDLC: Focus on gathering the requirements of product to be developed.
ERPLC: Analysing existing business process and area for improvement.
Design.
SDLC: Develop new architecture and UI.
ERPLC: Install, customize plan of ERP software and change strategies.
Implementation.
SDLC: The development of application itself, installation, testing and training.
ERPLC: Implement Go-Live conversion, training and support.
Consultant Role.
SDLC: Tech support during development process. Expertise in programming or testing.
ERPLC: Change management, process change and tech support from A to Z.
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Project Leads
use top-down problem to break down complex problem to smaller problem
Fifth Stage: Operation
Project Teams
Functional Team : Know a little bit about everyone's responsibilities
Feasibility study
Develop scope within the resource and time requirement
Analysis of User Requirement
Infrastructure Team : Managing and maintaining the organization's IT infrastructure
Development Team : Designing, developing, and delivering software products or solutions
Conversion Team : Responsible for improving the conversion rate of a website or other digital platform.
Reporting Team : Creating and distributing reports that provide insight about company's performance
Define task parameters or characteristics
Make decision on software, consultants, SMEs
use bottom-up solution approach that starts with individual elements or details and builds up to a larger solution
Change Management Team : Responsible in helping organizations to adapt to changes and improve their performance.
Prototype
End-User Development
create a working model of the software application to get feedback from stakeholders and make improvements
Map differences : current business process & embedded process
How large the ERP system scope based on departmental or functional coverage?
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Develop long-term vision and short-term implementation plan with top management commitment for the plan
identify and resolve potential problems before they become significant issues
Structure of the implementation team
- role of external consultants (time and scope)
- role of internal employee (SMEs, who'll provide the knowledge to business rule, input for interfaces and report designs
Develop long term plan : to change business process OR customize ERP
Fourth Stage: Implementation
STEP
installing and releasing the system to the end users
break down the software development process into smaller, more manageable components
System Integration (1)
end-users create software applications to meet their specific needs
In GAP Analysis, team must develop : change of management, list of embedded process, user interface, reports on ERP customization, plans for conversion, develop detailed change management strategy & plan release on new system
Training end users on how to use the new
system
System Analysis
- test the application's features
- make changes as needed
Agile Development
System Design
Vendor selection
- review vendor information
- choices could be narrowed by testing alternative software
access number of items to create boundaries between vendors
End of this stage : has prototype of ERP software that is accessible to entire team
Testing the system and get feedback from user
Purchase license for production version and build the production version of the system
Configure entire production platform : hardware, network, security
- user-friendly tools or platforms
- no coding knowledge
Support and ongoing training
Agile
Patching and upgrades (new release software)
Task identified in GAP analysis executed. Eg : data in database tables
System Integration (2)
System Integration (3)
The ability to adapt quickly to changing requirements and feedback
Increased collaboration and communication between teams and stakeholders
Reduced project risk
Technical team : work on installation , Change management : work with end users on implementing changes
ERP Conversion approach
Data team : migrating data from old to new system
Requirements Definition and Analysis of Concepts
Gap Analysis
Compare with operational processes
End of this stage : ERP configured with security, have authentication and authorization policy, other modification based on design plan
Planning of Sprints
Collaborative Design Development
Create and Implement
Review and Monitor
Physical Scope
Identify sites (addressed, geographical location, number of users
Phased: implementing new system in stages (replacing specific modules of the old system)
determine problem/opportunity
most popular implementations
emphasizes the importance of collaboration between different teams and stakeholders involved in the SDLC
Scrum
analyze information and requirement need by the end user, organization and system that will be used
Extreme programming (XP)
BPR Scope
- Can it be refined, replaced, or eliminated
- What users, departments, sites will be affected?
develop specification/design for the hardware, software, product information that will satisfy the requirement by user
Pilot: implementing the new system in a limited area
every release delivers more requirements than the previous one
Rapid
Management Role.
SDLC: Some oversight and support. Ensure product meets system requirement.
ERPLC: Significant oversight and support in management change.
SMEs (Subject matter experts)
BPR (Business Process Reengineering)
install hardware, software
test & document system
training
Technical Scope
- How much modification?
- What process will be utilized and customized?
Parallel: running the old and new system in parallel (ensure new system working correctly before fully transition it)
convert to new system
Faster time-to-market and delivery of working software
The ability to quickly prototype and test new ideas and features
Better quality and customer satisfaction through continuous testing and feedback
postimplementation review process
Resource Scope - time and budget
Big Bang: move from old system directly to the new system
End-user Role.
SDLC: Provide input during various stages.
ERPLC: Advanced users have continuous involvement.
Implementation Scope
- Which modules
- What modules will be connected to the existing system?
BIM
The Delivery Phase
The Operating Phase
The Managing Phase
The Planning Phase
building stakeholder
value
achieving an enduring
competitive advantage
define appropriate strategies
Translates the business
architecture into a specific business capability.
directs coordinates
monitors the activities outlined in
the other three phases
Operates the new business
capabilities
Operations.
SDLC: Maintains, update, upgrade & technical support.
ERPLC: Maintains, update, upgrade & monitor change management strategy.
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Other
- Designed to address specific business functions
- Limited visibility
- Require training and support
- Small businesses to large enterprises
- Less expensive
ERP
- Designed to manage all aspects of a business
- Centralized database
- Require significant change strategy
- Large or complex organizations
- More expensive
ERP vs Other Software
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The traditional ERP life cycle accomplishes one stage at a time and requires formal milestone approvals prior to moving to the next stage.
systematic but limited resource organizational environment.
example staff, or technologies
once ,implementation, employees are empowered to make
the decisions to keep the project moving forward.
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Traditional ERP Life Cycle
step-by-step process used by development teams to build and deliver software products
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Role of Change Management
SMEs and other internal users guide implementation team to implement change
needs to be articulated from the first stage
- help employees and stakeholders adapt to the new system
- to minimize the negative impact of these changes
Methodologies used in ERP implementation
Fast Track (Deloitte & Touche)
Phase
• Testing and Delivery: Integration testing. Business and system delivery.
• Configuration: Software development. Integration test planning.
• Redesign: To-be Modeling. Software design and development.
• Visioning and Targeting: Needs assessment. Vision and targets identified. As-is modeling.
• Scoping and Planning: Project definition and scope. Project planning is initiated.
Total Solution (Ernst & Young, LLP)
Phase
• Delivering Value. Measuring results and celebrating success
• Success Dimension. Getting the right blend of people, skills, methods, and management in the team.
• Aligned approach. Setting the right expectations that deliver both short-term and long-term value.
• Reality Check. Is the organization ready for change?
• Value Proposition. Does the solution make sound business sense?
Project Management Office (PMO)
Project Roles and Responsibilities
Each project team knows
who they will report to
what is expected from them
what they will be evaluated on
Defining roles will be PMO's responsibilities
Identify roles and responsibilities to ensure accountability of project
Project Teams
Change Management Team - Provide project implementation information to key areas within organization
Reporting Team - Develop reporting framework and initial reports to be included in the system implentation
Conversion Team - Convert legacy data to new system
Development Team - Modify software based on goals
Infrastructure Team - Implement hardware and software
Functional Team - Knowledgeable staff from each area
Project Management
implications for management
Emphasize Training and Change Management
Minimize the Type and Number of Customizations
Strong and Experienced Program Management
Solid Top Management Commitment
.
Clear project and reporting structure to ensure success
Project owners, project steering committee and project executive must develop hierarchy
functional, technical and change management staff consist of old staff, new hires, and consultants