Go Live is Just the Start - Managing AX Improvement Projects | Carlo DiPucchio
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Transcript of Go Live is Just the Start - Managing AX Improvement Projects | Carlo DiPucchio
BDO SOLUTIONS
Going Live Is Just The Start!
Agenda1. Introduction2. Life After Go Live3. Have a Roadmap4. Post Implementation
Assessment5. Why an ERP Center of
Excellence?
6. Building a Thriving ERP Business Community
7. Rolling out Post Implementation Improvements
8. Bottom line9. Q & A
Page 2
Carlo DiPucchio, Senior Manager Delivery
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• Over twenty years of Management Consulting experience organizing and implementing Business Solutions with various applications including Dynamics Ax, Dynamics NAV, SAP, Dynamics GP, Sage, and Epicor.
• Planned and executed 80+ projects, of which many were multi-year projects and international, providing services in the following areas:
• Project Management• Technology selections• ERP solutions, upgrades,
ISV• Technology and integration
• Disaster recovery planning • Application training• Management reporting• Custom development
Life After Go Live…
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Post Implementation Assessment
• Celebrate successes• Learn from mistakes• Do both as a team• Document findings• Review them before
starting next project
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• Did we meet the goal?• Did we meet the budget?• Did we do it on time?• Are we better off today
than before the project?
Have a Roadmap
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Busin
ess B
enefi
ts a
nd
Com
petit
ive
Adva
ntag
e
Time
Phase 0: Legacy System
•Broken Business Processes
•Misalignment with Business Requirements
•Technology Obsolete
Phase 1: Go Live ERP
•Core Functionality
•Embedded Best Practices
•Industry preconfigured
•Limited Alignment with Competitive Edge
Phase 3: Competitive Edge
•Advanced Modules and Competitive Edge
•Third-Party ISV’s
•Reporting and Analytics
•Business Process Improvements
•Customizations
Phase 4: Results and ROI
•Fine Tuned Business Processes
•Fulling Leverage Functionality
•Ability to Analyze and Execute
28% of ERP Implementations
Business process reengineering and Organizational change management
focus
72% of ERP Implementations
Software Focus
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AS IS
TO BEGo Live
Continuous Business Improvement
ROI, Extended Applications, e-CommerceExtensions toward SCM and CRM
Core ERP Implementation
The “TO BE” vision established during core ERP implementation is limited to near and mid-term planning and is targeted for achievement at the point of Go Live.
At Go Live, a new “TO BE” must be established or business improvements will only be incremental relative to the initial To Be vision.
Clients need to simultaneously a) maintain and support existing ERP functionality and b) provide the engine to seize new benefits.
CoE? No
Yes
Performance
Beyond Day One
Incremental Improvement
Why an ERP Center of Excellence?• An optimization of business processes that drive business benefit
continually• An optimization of end user competency and employee fulfillment of
business processes• Continued coherence and integration of functionality and data through
all process chains.
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Building a Thriving ERP (AX) Business Community
• Build a Center of Excellence around your ERP software• Plan and schedule incremental training sessions to continuously
improve your knowledge• Update your documentation as business changes• Establish your system of governance structure• Begin executing an on-going maintenance plan• System evolution planning• Keep up to date on your product versions including security patches• Communicate with your partners to keep abreast of new features and
competitive advantages in the marketplace
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Create a Continuous Business System Process: Improvements Through Motivation
• Share information from start to finish• Share the good and bad• Seek employee insight and feedback• Make employees feel part of something important, exciting and new• Endorse change• Make them accountable• Allow creativity• Measure performance and adjust behavior accordingly• Thrive for improving processes
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Rolling Out Post-Implementation Improvements
• Build a case for the new process or needs
• Set realistic expectations• Use upgrades as an opportunity to
reassess the functionality of the ERP Software
• Create a realistic project plan with checkpoints and milestone
• Rollout in phases where possible (Big Bang or Phased)
• Build sandbox test environments as needed to replicate the live environment
• Follow a methodology and best practices
• Try incremental updates initially until you have a process in place to manage mass changes
• Identify the ways that the change can help you realize measurable business benefits
• Measure the ISV solutions against a custom solution
• Don’t forget all that SOFT “people” stuff
Post Implementation Planning
• Hotfixes• Deferred Modifications• ISV Solutions• Upgrades• Data Mart or Business Intelligence
• New Functionality• Change Management• Turnover• Performance Optimizations
Learn How to Say “No”• Bug fix vs new functionality• Maintain system performance• Pros/Cons of customizations• Changes to core functionality• Reports, Queries, Data out• Unique business processes• Nice to have functionality
Build a Change Management Process
New Requests
Enter request in Change Management System and complete initial level of
effort estimate
Received via help Desk, email, phone,
etc.
Business Owner & IT IT
Business Owner
Approved
Review, Approve / Reject, & prioritize
Notify requestor
Rejected
IT
Complete Development & Unit
Testing
IT
Complete Test Plan and test
per planPass or Fail
Business Owner
Business Owner
Communicate, provide training,
& schedule deployment
Migrate to Production
Business Owner
Functional Requirements
Documentation
Approve Req Doc
Complete second level of effort
estimate
Release for development (based
on priority & workload)
Complete technical design documentation & final
workload est.
Faile
d –
Requ
irem
ents
Ch
ange
So Be Prepared!• Ask the right questions• Find out what the Best Practices are• What level of partnership does the reseller have
with the ISV or ERP software?• How long have they worked together and what
type of projects?• What type of support is offered?• Don’t be bullied into making rash decisions
ERP Implementation Doesn’t Stop at Go Live• Give business process ownership to business
• This includes responsibility, not simply the right to order up new code.
• Place IT or a governance group in a support role for business process • Retains integration controls & disciplines• Retains customization role
• Spread these roles and the urge for change• Continual refresh of “To Be” vision• All measured, all monitored
• Business Impact: ERP becomes an engine for benefit, not a cost center.
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Bottom Line• ROI should be measured from the beginning of the project
and carried through time• Cost is only half of the equation• ROI has no ceiling (nor does a To Be Vision)• Continuous business evolution is the goal, not just
implementation• Plan, plan, plan…
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