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MIS 261 Team 2 Devin Crosby, Ali Davutoglu, Sheau-wen Jou Nov. 17, 2009.

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Presentation on theme: "MIS 261 Team 2 Devin Crosby, Ali Davutoglu, Sheau-wen Jou Nov. 17, 2009."— Presentation transcript:

1 MIS 261 Team 2 Devin Crosby, Ali Davutoglu, Sheau-wen Jou Nov. 17, 2009

2 Topics  ERP Project Management Methodologies Basic Methodology Waterfall Methodology Prototyping Modeling  Critical Factors to an ERP Project Success  Tools for Project Management Success Project Management Software Attributes Software Available On The Market 2

3 Specification of critical business goals: assumptions and limitations Description of business processes that take into account specific of project management in the company Determination of most important data sets Selection of ERP system supplier and preparation of ERP project: Scope, Schedule, Budget Procedures implementation Data acquisition Results evaluation Specification of measurement factors Basic Methodology 3

4 Definition Construction Implementation Operation Change Change & Enhancements Waterfall Methodology 4

5 Identification Development Implementatio n & operation Performing change (change management) Basic requirements Initial prototype Problems  Next prototype version Prototype Modeling 5

6 ERP Project Success = ? Cost Schedule Scope Quality Stakeholders’ expectations 6

7 Critical Factors to an ERP Project’s Success Develop a business plan with proposed strategic and measurable benefits, resources, costs, risks, and timeline No clearly defined strategic goals or business plans Have project charter approved by top management Invite the executives to participate in the project in order to get full support Lack of top management commitment 7

8 Critical Factors to an ERP Project’s Success (con’t) Define, manage and control scope Develop vendor selection process Develop the project plan with stakeholders Use the critical path analysis to determine the available resources and realistic timeframes Continue to monitor and control the progress through the project horizon Poor project management - Unrealistic schedules and budgets - Scope creep 8

9 Critical Factors to an ERP Project’s Success (con’t) Develop a change management plan Invite users to collaborate in the design and implementation of the new business process Provide formal education and training to users Communicate sufficiently with employees Resistance to change Select the best people from each department, including both technology and business experts Develop recognition programs to retain good employees Ensure knowledge is transferred from outsourcing consultants No appropriate implementation team 9

10 Risk Factors in ERP Projects Have top management commitment to reorganize and reengineer the business process Conduct a thorough misfit analysis and resolution plan before ERP implementation Organizational fit Recruit and retain the technical personnel and business analysts with domain knowledge Develop the appropriate trainings to existing IT workforce Use external consultants Skill set Obtain top management support before project kick-off Establish a PMO to manage and control the resources, schedules, costs, and communications of the project Management strategy 10

11 Risk Factors in ERP Projects (con’t) Implement the project management methodology and “best practices” in the industry Adhere to software specifications Software system design Obtain full-time commitment of users to the project Conduct user trainings Develop effective communications with users User involvement and training Acquire technical expertise and the support from vendors for capacity planning and upgrading Technology planning and integration 11

12 Interview with HP employee  Senior Financial Analyst  HP’s Global Business Systems Division  Member of the Mergers, Acquisitions, Divestitures and Outsourcing (MADO) team  Project Lead on major acquisitions 12

13 How is HP doing (2008)  8% Growth  Increase in EPS from $2.68 to $3.25  GAAP operating profit of $10.5 billion  Major Acquisitions EDS 3Com 13

14 What she had to say “It’s extremely important when taking on new SAP integration projects that the decision makers talk to the people in the trenches! Otherwise you end up with unrealistic deadlines and shifting objectives. On this new 3Com acquisition upper management wants to see immediate savings on the books so we were given only ten days to complete our due diligence research and develop an integration strategy, timeline and budget. It’s like shooting in the dark which ultimately means the project manger has to inflate the expected budget and pad the expected timelines to ensure we’re able to meet senior management expectations.” 14

15 Key Points of Interview  Need to involve staff at all levels throughout the entire process  Review the processes before making decisions  Proper planning will save money and increase efficiency – even if you seem like you’re getting nothing accomplished for longer.  Change management tools are critical and even though HP is a large company not everybody gets the tools they need 15

16 What to look for in PM Software  Ability to plan projects  Task management  Sharing and collaboration  Document management  Sharing calendars and contact  Issue management  Tracking time and resources  Project Portfolio Management (PPM) 16

17 Project Management Software SoftwareProject Management Task Management Collaborative software Document Management Issue tracking system Resource Management Project Portfolio Management Web- base d Aras CorpYes AtTaskYes BasecampYes NoYesNoYes Central DesktopYes No Yes ClarizenYes Compuware ChangepointYes dotProjectYes NoYes No Yes Easy Projects.NETYes eGroupWareYes Genius InsideYes LaunchpadYes NoYesNoYes MyWorkPLANYes NoYes No LiquidPlannerYes NoYes MicroPlanner X-PertYes NoYes No 17

18 Project Management Software SoftwareProject Management Task Management Collaborative software Document Management Issue tracking system Resource Management Project Portfolio Management Web- base d Microsoft Office Project ServerYes Microsoft ProjectYes No YesNo OpenProjYes No YesNo Oracle Project Portfolio ManagementYes P2ware PlannerYes No P2ware Planner ServerYes NoYes Planisware OPX2/Planisware 5Yes Primavera Project Planner (Oracle)Yes No Project.netYes RedmineYes SmartsheetYes TeamcenterYes NoYes No TeamworkYes TrackerSuite.NetYes 18

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