Post on 04-Apr-2018
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Post-ImplementationPhase of ERPSunit PatilVishwas S. Kamble
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Measure - quantitative indication of extent, amount,dimension, capacity, or size of some attribute of aproduct or process. E.g., Number of errors
Metric - quantitative measure of degree to which asystem, component or process possesses a givenattribute. A handle or guess about a given attribute. E.g., Number of errors found per person hours expended
Post Implementation
Measures
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The Different Phases Of The ERP Implementation
1)Pre-evaluation Screening2)Package Evaluation
3)Project Planning Phase
4)Gap Analysis
5)Reengineering6)Configuration
7)Implementation Team Training
8)Testing
9)Going Live
10)End-user Training
11)Post-implementation
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Post-implementationTo reap the full benefits of the ERP system, it is very
important that the system should get enterprise-wideacceptance.
There should be enough employees who are trained to
handle the problems that might crop-up. There
should be people, within the company, who have thetechnical prowess to make the necessary
enhancements to the system as and when required.
The system must be upgraded as and when new
versions or new technologies are introduced.The post-ERP organization will need a different set of
roles and skills than those with less integrated kinds
of systems.
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PreVs Post-implementation
Pre-implementation Post-ImplementationFUNCTIONALITY PROBLEM OF TRANSFORMATION DUE
TO ERP
TECHNOLOGY ENHANCEMENT OF ERP FUNCTIONS
IMPLEMENTABILITY OF THE SOLUTION ORGANIZATIONAL REACTION TOCHANGE
CHANGE ADAPTATION ORGANIZATIONS NON ADHERENCE TOTHE STARTEDPRINCIPLES
EXPECTATIONS MUST BE MANAGED INFLATING RESOURCES FOR ERPIMPLEMENTATION
EMERGENCIES
BPR, KT, KM, SERVICE DESK &TRANSAITION
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Model
product
operation revision transition
reliability efficiency usability maintainability testability portability reusability
Metrics
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PROBLEM OF TRANSFORMATION DUE TOERP
Employees find it hard to digest the transformations
that place in an organization all on a sudden due toERP implementation.
In fact employees exhibit positive signs as everything
goes right in the first place. But as one progresseshe finds difficult to work as it gets more complex.
The initial interest and expectation turns into
apprehensiveness in due course of time.
There is another category of people who did not
encourage ERP right from the conceptualization
stage.
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Training
Training is a key component in accelerating performance.
The aim is to develop software application skills in a shorter
period and reduce errors when using the software.
Once the critical areas requiring skill development are identified,
training is used where it works best to develop skills and abilitiesthrough practice and feedback. With software systems, a few of
the typical application-specific tasks are:
Classify a group of concepts
Solve problems using a process Complete a procedure
Evaluate based on a principle
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Training
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ENHANCEMENT OF ERP FUNCTIONS
.
This dilutes the ERP Existing system after modifying
it a couple of times. Repeated change in
configurations and systems will only add to the
confusions.
When the functions are operated by a singlemachine it becomes increasingly difficult to make the
necessary changes. These troubles arise when they
are not foreseen and addressed in the
implementation stage. They have to be given a place in ERP
implementation plan.
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ORGANIZATIONAL REACTION TO CHANGE
Changes do happen quickly and immediately in the
organization after ERP is implemented.
But if there is no proper understanding of the process
or mishandling of information, it will result in
questioning the ERP process. If updating is not done
in the machine it will only affect the business processand create unnecessary confusions.
The changes don't happen all on a sudden in an
organization and expecting it immediately will only
cause needless disappointments. In spite of all this, expecting every member in the
organization to respond proactively, if that happens
the chances of ERP implementation t
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ORGANIZATIONS NON ADHERENCE TO THESTARTED PRINCIPLES
Organizations largely experience a wide gap
between practices and preaching .
In fact this has a negative effect on the
entire scenario itself.
The voracity and impact of loss could be greater and
more devastating when this turns out to be true evenin the case of ERP.
Since ERP successful functioning is purely based on
following the laid down procedures the lag could
throw a serious challenge on ERP'S potential rightfrom the stage of its implementation.
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INFLATING RESOURCES FOR ERPIMPLEMENTATION
The implementation time and money always exceeds
the promises and stipulated deadline and amount.
This makes companies to lose faith on ERP and
ERP vendors.
They think that ERP vendors overplay on the costs
and time required but it is not so.
In fact they are aware of it in the very beginning
stage itself but have a different reason for
concealing. They don't disclose it in the beginning
because it would look like exaggerating. However many people mistake this to be the cause
for ERP implementation failure.
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EMERGENCIES
Emergency communication channels in case of
failure should be prepared.
There should be proper maintenance of the system
There should be effective back-up plans in case
system failures occur in required coverage areas.
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Change Management
Increased customer focus-Delight
Reduced cycle time
Competition on costs
Quality Assurance is in demand
Introduction of new products, that the customerwants
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Knowledge management
Knowledge management (KM) comprises a range of
strategies and practices used in an organization toidentify, create, represent, distribute, and enable
adoption of insights and experiences. Such insights
and experiences comprise knowledge, either
embodied in individuals or embedded inorganizations as processes or practices.
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Help Desk
Customer service
Support automation
Technical support