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ERP implementaties Gast college TU Eindhoven Bart Smulders 10-4-2003 Gast college TU Eindhoven Bart Smulders 10-4-2003.

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Presentation on theme: "ERP implementaties Gast college TU Eindhoven Bart Smulders 10-4-2003 Gast college TU Eindhoven Bart Smulders 10-4-2003."— Presentation transcript:

1 ERP implementaties Gast college TU Eindhoven Bart Smulders Gast college TU Eindhoven Bart Smulders

2 2 Onderwerpen Introductie Introductie J.D. Edwards J.D. Edwards Geschiedenis Geschiedenis Kenmerken Kenmerken Demonstratie Demonstratie Gereedschappen Gereedschappen Methodologie Methodologie Procesmoduleren Procesmoduleren Overige tools Overige tools Implementatie ervaringen Implementatie ervaringen Introductie Introductie J.D. Edwards J.D. Edwards Geschiedenis Geschiedenis Kenmerken Kenmerken Demonstratie Demonstratie Gereedschappen Gereedschappen Methodologie Methodologie Procesmoduleren Procesmoduleren Overige tools Overige tools Implementatie ervaringen Implementatie ervaringen

3 3 Bart Smulders HTS Electrotechniek, Economische Bedrijfs Techniek HTS Electrotechniek, Economische Bedrijfs Techniek Philips Telecommunicatie Industrie (Hollandse Signaal Apparaten) Philips Telecommunicatie Industrie (Hollandse Signaal Apparaten) RAET (Getronics) RAET (Getronics) Coopers & Lybrand (PriceWaterhouseCoopers) Coopers & Lybrand (PriceWaterhouseCoopers) heden heden Deloitte & Touche (…..) Deloitte & Touche (…..) HTS Electrotechniek, Economische Bedrijfs Techniek HTS Electrotechniek, Economische Bedrijfs Techniek Philips Telecommunicatie Industrie (Hollandse Signaal Apparaten) Philips Telecommunicatie Industrie (Hollandse Signaal Apparaten) RAET (Getronics) RAET (Getronics) Coopers & Lybrand (PriceWaterhouseCoopers) Coopers & Lybrand (PriceWaterhouseCoopers) heden heden Deloitte & Touche (…..) Deloitte & Touche (…..)

4 4 ERP opdeling volgens J.D. Edwards ERP heeft J.D. Edwards opgesplitst in zeven deelgebieden: ERP heeft J.D. Edwards opgesplitst in zeven deelgebieden: ERP ERP CRM CRM SRM SRM SCM SCM Collaboration & Integration Collaboration & Integration BI BI Tools & Technology Tools & Technology ERP heeft J.D. Edwards opgesplitst in zeven deelgebieden: ERP heeft J.D. Edwards opgesplitst in zeven deelgebieden: ERP ERP CRM CRM SRM SRM SCM SCM Collaboration & Integration Collaboration & Integration BI BI Tools & Technology Tools & Technology

5 5 Mijn J.D. Edwards Geschiedenis 1991 World software 1991 World software IBM AS/400 IBM AS/400 Green screens Green screens RPG RPG 1997OneWorld Software 1997OneWorld Software Multi platform Multi platform Hardware (AS400/Unix/NT/2000) Hardware (AS400/Unix/NT/2000) Database (Oracle/SQLserver/DB2) Database (Oracle/SQLserver/DB2) Userinterface (Windows/HTML/PDA) Userinterface (Windows/HTML/PDA) Eigen taal en toolset Eigen taal en toolset 1991 World software 1991 World software IBM AS/400 IBM AS/400 Green screens Green screens RPG RPG 1997OneWorld Software 1997OneWorld Software Multi platform Multi platform Hardware (AS400/Unix/NT/2000) Hardware (AS400/Unix/NT/2000) Database (Oracle/SQLserver/DB2) Database (Oracle/SQLserver/DB2) Userinterface (Windows/HTML/PDA) Userinterface (Windows/HTML/PDA) Eigen taal en toolset Eigen taal en toolset

6 6 Coexistence WorldOneWorld Coexistence

7 7 OneWorld Struktuur CNC

8 8 J.D. Edwards modules

9 9 Aantallen 2500 tabellen 2500 tabellen 3700 batch programma’s 3700 batch programma’s 2300 interactive programma’s 2300 interactive programma’s data elementen data elementen 2500 tabellen 2500 tabellen 3700 batch programma’s 3700 batch programma’s 2300 interactive programma’s 2300 interactive programma’s data elementen data elementen

10 10 Concepten J.D. Edwards One look and feel One look and feel Version/processing options Version/processing options UDC tables UDC tables QBE QBE Grids Grids Attachments Attachments Import/Export/Office integration Import/Export/Office integration Workflow Workflow One look and feel One look and feel Version/processing options Version/processing options UDC tables UDC tables QBE QBE Grids Grids Attachments Attachments Import/Export/Office integration Import/Export/Office integration Workflow Workflow Alle multi’s Alle multi’s Currency Currency Site Site Company Company Language Language User User Toolset Toolset Inclusief sources Inclusief sources

11 11 Demo Integratie Integratie Masterdata Masterdata Product costing/manufacturing accounting Product costing/manufacturing accounting Items Items Boms Boms Routings Routings Workorders Workorders Integratie Integratie Masterdata Masterdata Product costing/manufacturing accounting Product costing/manufacturing accounting Items Items Boms Boms Routings Routings Workorders Workorders

12 12 Reporting tools Enterprise Report Writer Enterprise Report Writer ODA ODA BI BI Cognos, Cognos, Microstrategy Microstrategy Enterprise Report Writer Enterprise Report Writer ODA ODA BI BI Cognos, Cognos, Microstrategy Microstrategy

13 13 Demo OneWorld

14 14 Deloitte & Touche methodologies sSolutionPrint for J.D. Edwards - Integrates Process Models, Industry Issues, document publishing, ERP Mapping and simulation in an advanced modeling tool to provide integration between business process improvement and ERP application implementations. Solution Modeler sExpress TM for J.D. Edwards - Specific, pre-scaled application implementation methodology designed to increase value to J.D. Edwards clients by streamlining activities and eliminating those that have marginal value. The methodology integrates with other tools such as SolutionPrints and ValuePrint TM. Browser Front End

15 15 Deloitte & Touche methodologies sSynergy—A collection of databases containing information on Deloitte & Touche people, engagements, methods, research, service lines, industries, deliverables, and best practices. sValue Prints - A structured, experience based method for uncovering the business value of process improvement and technology investments. It builds a quantifiable business case around these investments. MS Excel Value Prints™ Browser Front End sDeloitte Online eRoom provides shared, secure workplaces on the Web for distributed project teams to do their work. eRoom enables your team to discuss ideas, share information, and make decisions, all within a central location. Browser Front End

16 16 J.D. Edwards tools Autopilot Autopilot Content manager Content manager Knowledge garden Knowledge garden Autopilot Autopilot Content manager Content manager Knowledge garden Knowledge garden

17 17 The Express™ methodology Flexible Modeling PilotingMigration Comprehensive and robust enough to handle the most complex projects, yet scales to address more limited scope, low cost, rapid timeframe projects. Already designed to meet CSM needs. Ties together project management, process improvement, change management, system configuration, process integrity, technology infrastructure, and training. Incorporates reliable project management tools to manage large, complex projects, ensuring integration of desired outcomes. Emphasizes results in terms of budget, schedule, and quality in addition to technology and process improvement objectives. ImplementationConstructionDesign Visioning & Targeting Scoping and Planning Integrated Structured Focused

18 18 Information Technology Training and Performance Support Change Leadership Program Management Process Redesign and Package Implementation Process and Systems Integrity Construction Implementation Design Visioning & Targeting Scoping & Planning Express methodology for J.D. Edwards

19 19 Implemen tation Construc tion Design Visioning & Targeting Scoping & Planning Activities z Specify objectives z Determine implementation strategy z Define project organization z Formulate detailed work plan z Define project management z Construct risk analysis z Define training program z Make As-Is process model Products Objectives Objectives Scope & Planning Scope & Planning As-Is Process Model As-Is Process Model Phase I: Objectives and Planning z Scope of implementation z Implementation strategy z Project team & organization z Detailed project plan z Project management standards z Risk area map z Training program z As-Is process model Implemen tation Construc tion Design Visioning & Targeting Scoping and Planning Express for Implementation; example Scoping & Planning

20 20 Implemen tation Construc tion Design Visioning & Targeting ActivitiesProducts Implemen tation Construc tion Design Visioning & Targeting Scoping and Planning Phase II: Business Model Design conceptual To-Be process model Design conceptual To-Be process model Set up training program Set up training program Create communication plan Create communication plan z Adjust SolutionPrints for client z Find best solution z Design communication plan z Define migration demands z Design To-Be process model z SolutionPrints for client z Vision for primary processes z Communication plan z Demands for migration z To-Be process model Scoping & Planning Express for Implementation; example Visioning & Targeting

21 21 Implemen tation Construc tion Design Visioning & Targeting Scoping & Planning Activities z Create and validate business process design z Use Business Case z Test Prototypes & Simulations z Analyze and resolve Gaps z Create data conversion plan Products Detailed process design Detailed process design Plan for applications & technology Plan for applications & technology Plan Change Management Plan Change Management Phase III: Detailed Process Design z Detailed design business processes z Reports and forms z Allocation of implementation tasks z Specifications conversion and interfaces z System documentation plan Implemen tation Construc tion Design Visioning & Targeting Scoping and Planning Express for Implementation; example Design

22 22 Project Management is the Critical Success Factor for the successful delivery of the implementation project in time and in budget. Results are monitored with the Business Case. Initiation Project Management & Planning Quality Assurance, Risk Management & Management Guidance Business Case Implemen tation Construc tion Design Visioning & Targeting Scoping & Planning Project Management Express for Implementation; Project Management

23 23 Implemen tation Construc tion Design Visioning & Targeting Scoping & Planning Change Imperative Gap Identification, Resolution & Quick Hits Configuration Process Scope Internal &External Assessment Process Vision & Targets Process DesignIntegration Test Implementation & Cutover Support Enterprise StructureAcceptance Test Conference Room Pilot Data DesignData Implementation Process Design & Package Implementation Express for Implementation; Design & Implementation

24 24 Implemen tation Construc tion Design Visioning & Targeting Scoping & Planning Change Readiness Assessment Commitment of the (Top) Management and optimal communication are the keywords for the successful delivery of the implementation. Change Leadership Project Team Mobilization Communication Plan Execution New Workforce & Management Job Skills Identification Workforce & Management Transition Express for Implementation; Change Leadership

25 25 Demo Express

26 CSM

27 27

28 28

29 29 SolutionPrint™ Level 2: Sub-processes Level 1: Processes Activity Supported by JDE Activity Not Supported by JDE Level 3: Activities

30 30 Framework for Using SolutionPrint™ SolutionPrint Legend SolutionPrint™ Models ERP Constraints Gap Analysis Opportunities List SolutionPrint Conference Room Pilot Phase IV Construction Phase III Design Phase II Visioning & Targeting Modeling Piloting High-Level As-Is Model Gap Analysis Menu-Program ID & Composer ID Configuration Issues Repository To-Be Model

31 31 Demo Solution Modeler/Print

32 32 Knowledge sharing

33 33

34 34 Implementatie lessen Ben creatief Ben creatief Let op grote volumes Let op grote volumes Branch specifieke zaken Branch specifieke zaken Commercieel talent Commercieel talent Interfacing en conversie Interfacing en conversie Ben creatief Ben creatief Let op grote volumes Let op grote volumes Branch specifieke zaken Branch specifieke zaken Commercieel talent Commercieel talent Interfacing en conversie Interfacing en conversie

35 35 ( Source: Deloitte & Touche CIO Survey ) Resistance to Change Inadequate Sponsorship Unrealistic Expectations Poor Project Management Case for Change Not Compelling Project Team Lacked Skills Scope Expansion / Uncertainty No Change Management Program No Horizontal Process View IT Perspective Not Integrated 72% 65% 54% 46% 44% 43% 41% 36% Percentage of Firms % 10 reasons for failure…

36 36 Knowledge sharing by Consultants Contribution key-users Contribution consultants Knowledgetransfer The result of knowledge sharing: independent key-users

37 37 Contact informatie


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