Planning for Your ERP Implementation

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Planning for Your ERP Implementation

• The Stepping Stone to a Successful Project
• Collegiate Project Services

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Topics We Will Cover

• Purpose of the Planning Process
• Who We Are
• What We will Do
• Planning Deliverables

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Purpose of the Planning Process

• Identify the strengths and weaknesses of Mercer
  to carry out its ERP implementation
• Recommend how to build on the strengths and
  improve the weaknesses
• Put together the most appropriate implementation
  plan

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Part ICollegiate Project Services

• Who We Are and What We Do

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Collegiate Project Services

• Who We Are. Collegiate Project Services is a
  professional project management firm in our 20th
  year of serving our clients worldwide
• Our Skill Sets. Collegiate Project Services has
  two core competencies - project management and
  organizational development
• Our Qualifications. Our project managers are
  credentialed professionals, experienced in Higher
  Ed, and experienced in managing Higher Ed ERP
  implementations.

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Collegiate Project Services (continued)

• Our Focus. We specialize in helping our clients
  select, prepare for, and implement ERP solutions
  on campus.
• Our Independence. We are a project management
  firm that represents the interests of the
  university we do not sell software or technical
  or functional consulting we have no conflict of
  interest when advising and managing our clients
  ERP projects.

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Our Mission
Our Mission
Helping Higher Education Manage its Critical
Technology Projects
Helping Higher Education Manage its most
Critical Technology Projects
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Part IIScope of Work

• What is Going to Happen in the Next 60 Days

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Methods of Data Collection

• Individual structured interviews of selected
  personnel
• Online questionnaire to a broad group of
  university stakeholders
• Focus group sessions
• Analysis of selected documents

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Steps in the Process

• Administrative and technical department heads
  Briefing
• Executive VPs and academic deans briefing
• Scheduling of interviews and focus group
  sessions
• Launch of the communication website

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Process Steps (continued)

• Individual interviews
• Online questionnaire
• Focus group sessions
• Data compilation and analysis
• Development of the Project Plan
• Feedback Sessions

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Offshoots of this Planning

• This planning will
• Set in motion the ERP education process
• Begin the stakeholder engagement process,
  including faculty
• Raise awareness of issues surrounding the ERP

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Part IIIDeliverables

• The Blueprint for a Successful Implementation

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The Planning Deliverables

• Project timeline
• Project budget
• Staffing requirements and strategy
• Project organization
• Roles and responsibilities
• Communication plan
• Critical issues

• Risk Analysis
• Project scope
• Training plan

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Planning Profile Scores
The CPS Planning Profile contains 16 elements
that are organized into five major groupings, as
follows

• Group 1 Technical Factors (3)
• Group 2 Functional Factors (2)
• Group 3 Project Factors (3)
• Group 4 Cultural Factors (5)
• Group 5 Resource and Effort Awareness (3)

Each Readiness factor is scored on a scale from 1
to 4. Scores of 3 and 4 represent strengths to
build on scores of 1 and 2 represent weaknesses
that must be overcome in order to increase the
likelihood of project success.
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The 16 Planning Factors

• Technical Factors
• IT Skill sets
• IT Staffing Level
• IT Experience
• Functional Factors
• Functional Staffing Level
• Functional Experience
• Project Factors
• Comparable Project Experience
• Project Management Sophistication
• ERP Software Familiarity

• Cultural Factors
• Teamwork
• Team Process
• Sophistication
• Leadership Support
• Team Leadership
• Attitude toward
• ERP Project
• Resource Effort Awareness
• Budget Awareness
• Willingness to Backfill
• Effort Awareness

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Readiness Profile Results
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Sample Project Timeline and Implementation
Sequence
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Sample Functional Staffing Recommendations
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Sample Staffing Timeline
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Sample Project Organization
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Sample of Critical Issues
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Sample Risk Identification
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Risk Assessment Matrix
LATENT RISKS Relatively Lower Probability,
Relatively Higher Seriousness
CRITICAL RISKS Most Probable, Most Serious
Average Seriousness Score 12.4
LIKELY RISKS Relatively Higher Probability,
Relatively Lower Seriousness
SECONDARY CONCERNS Relatively Lower
Probability, Relatively Lower Seriousness
Average Probability Score 8.1
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The Communication Plan

• Two Parts
• A detailed plan for communicating with project
  stakeholders An outline for a suggested
  project web site

Link
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Your Role

• Encourage your staff to visit the website so they
  will understand this planning effort
• Encourage your staff to be candid during the
  individual interview sessions
• Encourage your staff who are not going to be
  interviewed to participate in the online survey
• Participate in the interview that will be
  scheduled for you
• Participate in the critical issues sessionand
  the risk analysis session

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Planning Timeline
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Planning for your ERP Implementation

• Questions?