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ERP PREPARATION
CHECK LIST
GET READY
THE PLAN
(Survival Guide)
ACTIVATING THE PLAN
(The Storm)
THE NEW NORMAL
(Recovery)
TABLE OF CONTENTS
COMMUNICATION UPPER MANAGEMENT BUY-IN AND SUPPORT
DEVELOP A COMMUNICATION PLAN
COMMUNICATE EARLY AND OFTEN
DEVELOP A CHANGE MANAGEMENT TEAM
END-USER AWARENESS IS KEY
(Survival Guide)
THE PLAN
TEAM RESOURCES STEERING COMMITTEE
- UPPER MANAGEMENT PROJECT OWNERS
CORE TEAM
- PROJECT MANAGER AND FUNCTIONAL AREA LEADS
IMPLEMENTATION TEAM
- SUBJECT MATTER EXPERTS
END-USER CHAMPIONS
- “FIRST LINE OF DEFENSE”
(Survival Guide)
THE PLAN
NEEDS ASSESSMENT BEGIN WITH THE END IN MIND
THIS IS A COMPREHENSIVE REVIEW AND ANALYSIS OF YOUR BUSINESS REQUIREMENTS FOCUSING ON WHAT END RESULT WORK PRODUCTS ARE CRITICAL. IT IS ALSO LOOKING AT GAPS OR DEFICIENCIES IN YOUR CURRENT SYSTEM AND DETERMINING WHAT WOULD BE NEEDED IN A NEW SYSTEM.
RECOMMEND A CONSULTANT TO HELP GUIDE THE PROCESS
BE PREPARED TO CHANGE BUSINESS PROCESSES TO ACHIEVE A NEEDED RESULT OR OUTCOME.
PRIORITIZE NEEDS FROM “NICE TO HAVES”.
WHAT CAN THE VENDOR PROVIDE - OUT OF BOX VS CUSTOMIZATION
DON’T FORGET REPORTING IN THE NEEDS ASSESSMENT.
DON’T FORGET THE SMALL STUFF
(Survival Guide)
THE PLAN
CONTRACT USE AN EXPERT
BRING IN YOUR LEGAL DEPARTMENT EARLY
MAKE SURE THAT THE STATEMENT OF WORK COVERS ALL PHASES OF IMPLEMENTATION AND POST GO-LIVE SUPPORT
INCLUDE THE NEEDS ASSESSMENT POSITIVE RESPONSES IN THE CONTRACT
RESERVE THE RIGHT TO HIRE AND FIRE THE VENDOR IMPLEMENTATION CONSULTANTS AND PROJECT MANAGER
CLEARLY DEFINE THE WORK REQUIREMENTS OF BOTH YOUR STAFF AND THE VENDOR STAFF
CLEARLY DEFINE WHAT RESOURCES WILL BE NEEDED SUCH AS ROOMS, EQUIPMENT, AND DEDICATED STAFFING
ASK FOR DETAILED INVOICES EVEN IF YOUR CONTRACT IS BASED ON MILESTONE DELIVERABLES
HAVE REASONABLE EXPECTATIONS OF WHAT WILL BE PROVIDED
THIS IS A LIVING DOCUMENT - IT WILL BE NECESSARY TO REVISIT IT OFTEN THROUGHOUT THE PROCESS
(Survival Guide)
THE PLAN
DOCUMENTATION TREAT THIS LIKE ANY OTHER DISASTER.
DOCUMENT, DOCUMENT, DOCUMENT
ALWAYS HAVE A NOTE TAKER FOR MEETINGS
OPEN AN OUTSTANDING ISSUE LOG WITH ISSUE OWNERS
HAVE A CENTRAL PLACE FOR ALL PROJECT MEETING MINUTES, EMAILS ETC.
(Survival Guide)
THE PLAN
(Survival Guide)
THE PLAN
“People wish to be settled; only as far as they are unsettled is there any hope for them.”
- Ralph Waldo Emerson
ACTIVATING THE PLAN
(The Storm)
ACTIVATING THE PLAN
FOLLOW THE PLANCOMMUNICATE EARLY AND OFTENREVISIT CONSTANTLYNOT SILO – THE SECRET TO ERP SUCCESS IS
THE “E” IN ENTERPRISE.
(The Storm)
The CORE TEAM PrayerPlease grant the Core Team the serenity to make the project change decisions they can make; courage to escalate those decisions needing a higher power;and WISDOM to know the difference.
ACTIVATING THE PLAN
RESOURCESCROSS-FUNCTIONAL TEAM
STRUCTURING THE TEAM CLEARLY DEFINE WHO DOES WHATENABLE THEM TO PERFORM THEIR ROLESPROJECT ROLE VS NORMAL JOBUPPER MANAGEMENT NEEDS TO SUPPORT
PROJECT REPORTING RELATIONSHIPSDECISION MAKINGTIMELY – EMPOWER SUBJECT MATTER
EXPERTSCROSS-FUNCTIONAL COLLABORATIONFIELD PARTNERS – CRITICAL TO THE PROJECT
SUCCESS FROM THE GET GO
(The Storm)
ACTIVATING THE PLAN
RESOURCESTIMEREALISTIC GOALS
FOCUS ON WHAT’S IMPORTANT TODAY VS TOMORROW
TAKE A PHASED APPROACH TO IMPLEMENTATIONPROJECT MANAGEMENT
DEDICATED, FULL TIME, 100% CORE TEAM IS AN EXTENSION OF PROJECT
MANAGERADAPTING THE PLAN
CHANGE WHEN AND WHERE NECESSARY CHANGE THE TEAM IF THE FIT IS NOT RIGHT CHANGE THE SPAN IF THERE IS NOT ENOUGH
TIMEBACKFILL & OUTSOURCING
(The Storm)
ACTIVATING THE PLAN
RESOURCES BACKFILL
START EARLY TEMPORARY HELP TO FOCUS ON
PROJECT 100% DOCUMENTATION PROJECT MANAGEMENT ASSISTANCE TRAINING POST PHASES
OUTSOURCE LEGAL CONSULTING CHANGE MANAGEMENT PROJECT MANAGEMENT
(The Storm)
ACTIVATING THE PLAN
MANAGEMENT ROLESSTEERING COMMITTEESTRATEGIC VISION AND DIRECTIONCOMMUNICATION AND TIMELY DECISION
MAKINGPARTNER WITH FIELD DEPARTMENTSRESOURCE THE PROJECT RIGHTREINFORCE PROJECT AUTHORITY
STRUCTURECHANGE MANAGEMENTCHANGE HAS TO BE MODELED FROM THE
TOPMORALE IS KEY TO SUSTAINABILITY
(The Storm)
ACTIVATING THE PLAN
“The only safe ship in a storm is leadership.” – Faye Wattleton
(The Storm)
TRAININGCOMMITMENT TO TRAINING MUST COME FROM MANAGEMENT
HAVE A TRAINING PLAN IN PLACE
START TRAINING EARLY AND HAVE REFRESHER COURSES OFTEN
FIELD END USER
GET INPUT FROM END USERS PRIOR TO THE TRAINING.
USE CHAMPIONS FROM VARIOUS DEPARTMENTS FOR FEEDBACK AND HELP WITH TRAINING FIELD END USERS
FINANCE INTERNAL USER
HAVE MORE INTERNAL USERS INVOLVED WITH THE PROJECT SO THAT THEY ARE FAMILIAR WITH THE SYSTEM PRIOR TO TRAINING
HAVE A DATA AREA FOR USERS TO PRACTICE IN PRIOR TO GO-LIVE.
DON’T ASSUME WHAT THE USER ALREADY KNOWS.
DIFFERENT LEVEL OF KNOWLEDGE. BE PATIENT.
THE NEW NORMAL
(RECOVERY)
COMMUNICATIONTHIS PROJECT WILL AFFECT EVERYONE
MANAGE EXPECTATIONS AND PERCEPTIONS (ESPECIALLY NEGATIVE PERCEPTIONS)
PRODUCTIVITY WILL GO DOWN AND RECOVERY WILL TAKE TIME
INVOLVE THE FIELD PERSONNEL EARLY AND OFTEN - GET THEIR INPUT PRIOR TO GO-LIVE
EVALUATE YOUR PROCESSES AND DETERMINE WHAT YOU CAN DO TO MAKE YOUR ORGANIZATION BETTER
THE NEW NORMAL
(RECOVERY)
POST PHASESDOCUMENT IMAGING
POST GO LIVE SUPPORT
HELP DESK
TRAINING LAB
CONSULTANTS
THE NEW NORMAL
(RECOVERY)
RE-EVALUATION THE PLAN IS NEVER PERFECT.
ADJUST YOUR PROCESSES TO REALITY.
CHANGE MANAGEMENTKNOWLEDGE SHARE
CONTINUOUS IMPROVEMENTS TO PROCESSES
MORALETEAM MORALE
END USER MORALE
THE NEW NORMAL
(RECOVERY)
ERP
I WILL SURVIVE!
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