Sesi 5 Case Study Enterprise Resource Planning Implementation

Indra Utoyo Director of IT Solution and Strategic Portfolio

PT Telkom Indonesia, Tbk

ERP in a glance

Challenges

Implementation of ERP Systems in TELKOM

Lesson Learned

Case Study: Enterprise Resource Planning Implementation 3 of 15

ERP in a glance

a business strategy and set of industry-domain-specific applications that build customer and shareholder communities value network system by enabling and optimising enterprise and inter-enterprise collaborative operational and financial processes

Gartner

source : esopro

ERP Life Cycle

Strategize and Plan

Architect

Select Deploy

Operate

And Evolve

Business application suites such as ERP represent a significant investment of capital and time. To manage ERP, organizations need to understand what tasks are involved in each phase of its life cycle

Establishes the ERP project, and sets the stage for the foundational work found in the architect phase: Steps Include: Scoping – Business Case - Plans – Budget - Iniate Project

During this phase, the strategies and vision of the ERP are translated into a practical plan and design Steps Include: Detail requirements, Governance, Change management

Choosing the right software and service partner. Choosing an experienced SI is critical to a project's success :

Steps Include: Selection Issues, RFI & RFP, SLA & Contract, Align Project Team

implements the solution chosen in the select phase, and is where the vision becomes reality. This phase may consist of multiple deploy phases Steps Include: Customization, Configure, Integrate, Training

This phase is all about how the company uses ERP, and how it will need to change to meet the organization's ever-changing requirements: Steps Include.: Manage & Improve, Revisit, Evaluate, Review

Source: Gartner.Inc.

ERP in a glance

Challenges


Lesson Learned


Why It’s So Difficult Transformations or Changes are not just about SYSTEMS

PEOPLE & ORGANIZATION

• Reluctant to change, comfortable with current condition

• Multiple interests

• Cross functional changes, who is responsible ?

SYSTEM

• Too many silos: network, server, products

• Limited integration among the systems

• Lack of architectural aspects

PROCESS

• Changes rely on integrating many different process

• The nature of change is not to have all the answers up-front

• Lack of standardization or best practices adoption of common business processes

DATA & INFORMATION

• Data integrity problem in many data sources of system

• Data migration or transformation from legacy to new core systems

• Radical business change always need the change of data layer

There is nothing more

difficult to take in hand, more perilous to conduct, or more uncertain in its success,

than to take the lead in the introduction of a new order of

things.—

NICCOLO MACHIAVELLI


The 10 Project Completion Criteria

1. Functional, integration and stress acceptance satisfactorily completed for all functionality

2. Documentation of business processes, end-user procedures and user training plans 3. Production computer environment established and documented 4. System interface completed and tested 5. Legacy data migration procedures completed, tested and audited 6. Technical system management procedure documented and in place 7. Documentation of the system roll-out/go-live plan completed 8. System go-live achieved and the system in production after roll-out stage

completed 9. Adequate transfer of knowledge to allow TELKOM to independently manage,

upgrade and enhance the ERP system 10. All completed works must be passed on quality assurance process

ERP in a glance

Challenges


Lesson Learned


Realization Detailed Design

Conceptual Design

Implementation Methodology

Project Preparation

Production Support

L

Project Orientation & Trained Project Team

CD Report (Business Blueprint)

Prototype Productive System

Stable System & Confident Users

Procedure

Procedures

New Job Roles


Telkom SIMTEL Project Timeline

SIMTEL PROJECT IMPLEMENTATION SCHEDULE

Task (Level 1) JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DES JAN

PROJECT PREPARATION

CONCEPTUAL DESIGN

DETAILED DESIGN

REALISATION

PRODUCTION SUPPORT

ROLL-OUT & SUPPORT 1





CD Report

28 Feb 2001

Prototyping Plan 24 Apr 2001

Realisation Plans

1 Jun 2001

Go-Live-Pilot Project 1 Aug 2001

Review (Pilot)

28 Sep 2001

SAP Implementation Journey

Implementation Project • FI/CO, MM, TR • HR • PS & BW • SUBSIDIARIES

• SAP 4.6C 1,000 User License 50,000 HR Master Data

• SAP BW 150 User License

• SAP Development User

• SAP CRM 5.0 User License Customer & Orders

• SAP Contact Account

• SAP Development User

• Upgrade SAP 4.6C to EEC 6.0 • SAP SRM • SAP BPC • SAP GRC • SAP Development User

• SAP CRM 5.0 Additional User License SAP MDM

• SAP RM CA Additional Contract Acct.

• IT Support for IFRS

• SAP BPC • SAP TDMS

Implementation Project • TiCARES (CRM) • TREMS (RMCA)

Implementation Project • Upgrade SAP 4.6c to

SAP ECC 6.0 • GRC

Implementation Project • New GL • BPC • TEAMS


SAP Operation Excellece

Twinning with Operational

Team

CCoE Personel Sertification

SAP Operation Improvement

SAP CoE Certification

• Workshop • Training • Academy

• SAP Certications

• Realizing SAP Recomendations

• Procedure Improvement • Systemize Operations

• SAP Assessment and Certifications

Twining with on Going Project

CCoE organization

Max Attention Top Service Quality Org Readiness Best Practice

ERP in a glance

Challenges


Lesson Learned


Key Lessons: Implementation

• Strong Sponsorship from the Top

• Involve everyone (There is no IT Project, only Business Project)

• Centralized Command (Special Task Force / Project)

• Need better alignment with internal stakeholders to get more support.

• Need for more comprehensive change management (training, organizational alignment & communication)

• Always updating Team knowledge & skills to improve Team’s competencies

• System Live-run is not the end-point, it’s a starting point to deal with problems

Merci bien

Arigatoo

Matur Nuwun

Hatur Nuhun

Matur se Kelangkong

Syukron

Kheili Mamnun

Danke

Terima Kasih

Documents

Sesi 5 Case Study Enterprise Resource Planning Implementation