US Army Case

8/13/2019 US Army Case

1/21

Anil Kumar

Arpan Rani

Binod

Praveen Srinivasan


2/21

INTRODUCTION

The United States Army (USA) is the main branchof the United States Armed Forces responsible forland-based military operations.

Primary mission of the army"to fight and win our Nations wars by providing prompt,sustained land dominance across the full range of militaryoperations and spectrum of conflict in support ofcombatant commanders."

The army is a military service within the Departmentof the Army, one of the three military departments ofthe Department of Defence.


3/21

MODELLING

Actors

External actors: Government, Citizen and Suppliers

Internal actors: Institutional Army, Operational Army andImplementation partner


4/21

SPONSORSHIPS-D MODEL

Sponsorship: ERPs require sustained leadership, but army leaders

rotate often, and one ERP implementation could span two or eventhree sponsors. Sponsors need to be engaged not brought in. They

also need to convey the importance of continued engagement to

their successors during transition.


5/21

CULTURES-D MODEL Culture: The army can be resistant to change since it is bound by

history and culture. This is true not only of army but also of any

organization. The system integrator can bring with him the

experience, tools and methodologies. But a leader from within must

understand the need to change and be ready to bring the change.


6/21

MODELLINGOPERATIONALARMY

Both Operational and Institutional Army personnel occupy the role of

communicator. The difference is in the roles covered by their positions.

The role covered in case of operational army personnel as a

communicator is to receive information and convey the feedback of the

process whereas in case of Institutional Army personnel it is the other

way round. i.e. convey information and receive feedback of the process.


7/21

MODELLINGCITIZENS

Citizens of the nation occupy the position of taxpayers. Their role isto pay taxes on time and be informed about the spending by the

government.


8/21

MODELLINGGOVERNMENTASLEGISLATOR

Government occupies the position of a legislator and the role

covered is to allocate budget, in this case for army.


9/21

SR DIAGRAM

Used to understand the dependencies between the

various actors involved.

Issues to be considered: Resistance to change.

Internal stakeholders might oppose the change that is

brought about by ERP implementation which may

hamper the change management process.

Sponsors can break the resistance and contribute to thegoal of change management.


10/21

SOLUTIONTOTHEISSUESCONSIDERED

Hiring a CONSULTANT

Experienced in ERP

Unaware of processes used in Army

Difficult processes / incorrect processes can creep

hampering goal of ERP implementation(acts as a break)

Solution

Governance mechanism: monitor the activities and

ensure that the process benefit the army (The

Institutional Army ) Thus it breaks the break and assists in the objective

of successful ERP implementation.


11/21

SR MODELREPRESENTINGDEPENDENCYBETWEEN

CONSULTANTANDINSTITUTIONALARMY


12/21

ERP IMPLEMENTATION The actor here are Implementation Partner and Institutional Army personnel.

Institutional Army are considered here as they will be using the ERP System

for the receiving and transferring and then storing the information.

continuous requirement updates and for review the delivered working software.

Communicationforms a very important part of ERP implementation process.

It is necessary for successful ERP implementation that the end users are in-

line with the objectives set by the top management.

Issue in Communication: Due to incorrect information received by the soldiershampers the change

management process and act as a break for ERP implementation.

Handled effectively by introducing a feedback mechanism which can be used

to modify the training requirements.

Thus there exists dependency between Operational Army and InstitutionalArmy personnel and the rationale between this dependency is to ensure

effect ive communicat ionso to aid successful ERP implementation.


13/21

ERP IMPLEMENTATIONFORAGILE


14/21

CHANGEMANAGEMENT

Benefits management and realization to define measurable

stakeholder aims, create a business case for their achievement(which should be continuously updated), and monitorassumptions, changes, dependencies, costs, return oninvestment, dis-benefits and cultural issues affecting theprogress of the associated work

Effective communication that informs various stakeholders of

the reasons for the change (why?), the benefits of successfulimplementation (what is in it for us, and you) as well as thedetails of the change (when? where? who is involved? howmuch will it cost? etc.)

Devise an effective education, training and/or skills upgradingscheme for the organization

Counter resistance from the employees of companies and alignthem to overall strategic direction of the organization

Provide personal counseling (if required) to alleviate anychange-related fears

Monitoring of the implementation and fine-tuning as required


15/21

SR DIAGRAMFORCHANGEMANAGEMENT


16/21

CHANGEMANAGEMENTFORAGILEPRACTICES

Feedback and review helps the Implementation

team to regularly update and revise the

requirements for the next iteration of the working

ERP system delivery.

If the team members involved in the ERP

implementation does not have required expertise

then it will hinder the change management.


17/21

SR DIAGRAMFORCHANGEMANAGEMENTFOR

AGILEPRACTICES


18/21

QUESTIONSANSWEREDTHROUGH

MODELLING

Why does ERP Implementation encounter change due tomisunderstanding of requirements? The objective will not be achieved without understanding the

requirements

Why does ERP Implementation poses a changedue totop management change?

Change in top management can lead to different definition ofresponsibilities and requirements. This can lead to failure ofthe project.

Why does insufficient funding poses a change for ERPimplementation?

Insufficient fund will affect the team members salary and

infrastructure availability.


19/21

Why does ERP Implementation may fail due to Low

top management support?

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 change

due to inadequate user involvement?

User involvement is important in meeting expectations.

Key users should be convinced of the system utility;moreover they must be confident and expert so that

they can aid future users in training sessions.


20/21

CONCLUSION

We have proposed a technique for analysing andmodelling organisational change management for

ERP implementation using i* framework to model

intentional relationship among strategic actors.

Accurate information is essential for organisation like

U.S Army to deploy necessary action for the defence

of the nation.

This system will help them maintain the correct data to

take decision in future for war fighting and other data

related to operational area personnel.


21/21

Documents

US Army Case