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Consulting Technology
5 May 2014
www.flintec.com
Project kick-off meeting
Flintec Transducers (Private) Limited
Agenda
1. Introduction 3
2. Benefits to be achieved via re-implementing 4
3. ERP implementation methodology 5
5. Project time plan 6
6. PwC project team 7
7. Flintec project team 8
8. Steering committee 9
9. Key project procedures 10
10. Project success factors 11
PwC DC 02
Introduction
3
The implementation is based on moving on to the latest release of the existing ERP in order to address specific requirements of Flintec and move on to a better work environment that is aligned and current with the technology investments.
The project is planned with the go – live date of 1 January 2015. The focused areas for the implementation would be: Finance
Sales
Purchasing
Inventory
Manufacturing
Engineering
Quality
PwC DC 02
Converting the operating base currency from LKR to USD
Optimizing General Ledger and inventory account mapping
Explore the possibility for Flintec to utilize new functionalities in NAV2013 R2
Re visit processes and align them with the generic package thus eliminating customizations
Upgrade to the latest version of Dynamics NAV (adopting generic code fixes)
Implementing planning worksheet for purchasing and machine shop
Refining and re-defining access and security controls
Automating the sales order process by using EDI
Eliminating unwanted enhancements
Benefits to be achieved via re-implementing
PwC DC 02 5
ERP implementation methodology – Transform
Transform is how PwC does business consulting – it is how we think about, approach, and deliver all aspects of consulting programs.
Transform provides a clear, recognized global approach and roadmap for delivering impact by managing complex change programmes from strategy through implementation.
Structure
Strategy
Process
People
Technology
Programme Delivery
Change Management
Dri
vin
g
Ch
an
ge
Deli
veri
ng
C
han
ge
Create Transformation Blueprint, Detailed Design and Quick Wins
Build New Waysof Working and Plan Rollout
Rollout New Ways ofWorking and EnsureBenefits are Realised
Operate New Organisation and Implement Continuous Improvement
1
2
34
5
Assess Design Construct Implement
Operate and Review
Create “Case for Change”,Initial Target Operating Model and Scope Initiatives
PwC DC 02
How would we move with time
6
The project is planned for with the go – live date of 1 January 2015.
PwC DC 02
PwC project team
Oshani de SilvaProgramme
Director
Shanil AlgamaProject Manager
Hansi SatharasingheTechno - Functional
ConsultantSales / Purchasing
Lakshan Kulawansa
Techno - Functional ConsultantInventory
Thilina PereraTechno - Functional
ConsultantFinance / Manufacturing
Yudy KanagasabaiEngagement
Partner
Shanil AlgamaTechno - Functional
ConsultantSME - Manufacturing
PwC DC 02
Flintec project team
Project ChampionTyronne
Weckasinghe
Project ManagerThushara
Finance
DineshLakmalRoshini
Procurement
KalanaAnuradhaKumara
Stores
ChandanaPremil
Dhammika
Planning
PrasangaDamith
Assembly
AnushkaNilminiShashik
aPradeepLakmal
Machine Shop
NeilPradeep
Eng.
SamanthaGayanKasun
Gayashan
Quality
GayanUmeja
Technical Support TeamAsitha, Randika, Sampath
PwC DC 02
Steering committee
Flintec
Tyronne, Manula, Ruwan, Priyantha, Asanka, Wenuja, Nandana, Chenuka, Asitha, Nimeka, Manuja
PwC
Yudy, Oshani, Shanil
PwC DC 02
Key project procedures
10
Communication – project team meetings
Name Frequency Attendance Standard Agenda
Steering committee
At milestone or as required
Project Champion Project DirectorStakeholders
• Minutes from last meeting• Actions from last meeting• Project status• Scope changes, major issues• Project schedules• Staffing• Communication actions• Date and time of next meeting
Project review Weekly Project Managers
• Minutes of last meeting• Actions from last meeting• Progress reports• Issues• Risks review• Overall project plan• Date and time of next meeting
Project milestone
At milestone Project Managers, Core Team Stakeholders / Functional Heads
• Achievement from completed phase• Issues and risks review• Overall project plan• Details plan/ activities for next phase
PwC DC 02
Facts to consider during the project
11
If a problem arises:
• Upon identification of any project related issues try to have a face to face discussion with relevant team member, if the issue persists it requires to be escalated;
• Issues to be raised through formal communication, send it to the Project Managers , log, analyze and escalate to steering committee if required; and
• Communicate and implement resolution plan.
Project success factors include:
• Top management support;
• Commitment and responsibility of the stakeholders/functional heads towards project outcome;
• Attendance of all relevant staff for the required workshops;
• Availability of required information and speed at which the information is given; and
• Key users involvement throughout the project.
PricewaterhouseCoopers" and "PwC" refer to the network of member firms of PricewaterhouseCoopers International Limited (PwCIL). Each member firm is a separate legal entity and does not act as agent of PwCIL or any other member firm. PwCIL does not provide any services to clients. PwCIL is not responsible or liable for the acts or omissions of any of its member firms nor can it control the exercise of their professional judgment or bind them in any way. No member firm is responsible or liable for the acts or omissions of any other member firm nor can it control the exercise of another member firm's professional judgment or bind another member firm or PwCIL in any way.
© 2013 PricewaterhouseCoopers Lanka (Private) Limited. All rights reserved. “PricewaterhouseCoopers” refers to PricewaterhouseCoopers Lanka (Private) Limited or, as the context requires, the PricewaterhouseCoopers global network or other member firms of the network, each of which is a separate legal entity.
Moving forward together…
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