The Study of change management in US Army ERP Implementation

Group 5

Manish YadavMonika Bhardwaj

Parth Mittal

Abstract

Aim: To make an attempt to model change management problems using the concepts associated with actor dependency modeling.

Position: Department of Defense

Mission: "to fight and win our Nation’s wars by providing prompt, sustained land dominance across the full range of military operations and spectrum of conflict in support of combatant commanders."

Actors and dependency among them

External actors: Government, Citizen and Suppliers

Internal actors: Institutional Army, Operational Army and Implementation partner

Sponsorship ERPs require sustained leadership

Sponsor

System Integrator

Sponsor of change: Leader

Culture: The army can be resistant to change

Communicator

Operational Army Institutional Army personnel

External stakeholders

Legislator: Government

Tax payer: Citizens

S-D model

• The hard goal in hand is risk management • Risk management for U. S Army case risk identification risk analysis risk evaluation and risk treatment and monitoring

SD DIAGRAM FOR THE PHASES OF RISK MANAGEMENT

SD model representing dependency between Government and Consultant

SD model showing dependency between Operational Army and Institutional Army

Inference

Institutional Army personnel convey the required information about usage of systems to the soldiers and receive the feedback, which helps in minimizing the risk of communication gap between these two actors.

SR model representing dependency between Consultant and Institutional Army

INFERENCE

• Lack of experience of consultant with army will destroy the entire objective of ERP implementation and thus acts as a break to the goal of ERP implementation.

• Governance mechanism is required to monitor the activities and ensure that the process benefit the army.

• The Institutional Army can carry out the required governance.

• It breaks the break and assists in the objective of successful ERP implementation

SR Model for Risk Management

Question tackled by this modeling

• Why does ERP Implementation encounter risk due to misunderstanding of requirements? Because the objective will not be achieved without understanding the requirements

• Why does ERP Implementation poses a risk due to top management change? Because change in top management can lead to different definition of responsibilities and requirements. • Why does insufficient funding poses a risk for ERP implementation? Because insufficient fund will affect the team members salary and infrastructure availability.  • Why does ERP Implementation may fail due to Low top management support?Because top management support is not adequate. Sustained management support is essential throughout the project to influence the success of ERP adoption.

• Why does ERP Implementation poses a risk due to inadequate user involvement? Because User involvement is important in meeting expectations. Key users should be convinced of the system utility

Inferences• Help them maintain the correct data to take future decisions

• Addresses the issue of risk being involved in implementing the ERP in an organisation

• Help the designers and architects of the system to understand some of the early phases of implementation

• Leveraged the concept of actor dependency of i* and addresses its limitations for use in risk management by defining the concepts of risk goals and risky tasks

Thank You