Control Your ERP Destiny

Scott Phillips Steven

Description

This is the first ERP book to present comprehensive strategies and techniques that enable organizations to take charge of their ERP projects to drive success. The author describes how to become less dependent on outside software consultants, significantly reduce implementation costs, and design business solutions that work for your company. This book also contains hundreds of tips to create internal project ownership, manage ERP vendors, transfer software knowledge, develop the right implementation strategies, establish a realistic schedule and budget, and streamline business processes. It is a guide for making informed decisions during each project phase. The information is applicable to new implementations and system upgrades. The book is endorsed by industry thought leaders R "Ray" Wang, Tom F. Wallace, and Andy Klee.

Sujets

• Gestion et management
• Accounting software
• Enterprise software
• Knowledge management
• Project management
• Gestion des connaissances

Informations

• Publié par: Street Smart ERP Publications
• Date de parution: 15 janvier 2013
• Nombre de lectures: 0
• EAN13: 9780615807331
• Langue: English

Extrait

Control Your ERP Destiny



Steven Scott Phillips








Street Smart ERP Publications
Copyright © 2012 by Steven Scott Phillips

All rights reserved.

No part of this book may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, photocopying, recording, or otherwise, without the prior written permission from the author. The only exceptions are by a book reviewer or blogger who may quote short excerpts.

Every effort has been made in the preparation of this book to ensure the accuracy of the information presented. However, the author and contributors make no representations or warranties of any kind, either expressed or implied, with respect to the accuracy or completeness of any information contained in this book, and disclaim any implied warranties or fitness for a particular purpose. The author and contributors shall not be held liable to any person or entity with respect to any loss or damages caused, or alleged to be caused, directly or indirectly, by any information presented herein. The advice, strategies, techniques, and opinions in this book may not be suitable for your organization, project, or situation.

Quantity discounts are available on bulk purchases of this book by contacting the author.

Contributors:

Editor: Jamie N. DeMumbrum Cover and Interior Designer: Emi Ryan Book Reviewers: Andy Klee, Tom F. Wallace, and R. “Ray” Wang
“SAP” is a registered trademark of SAP AG, Waldorf, Germany. “JD Edwards” is a registered trademark of Oracle Corporation, Redwood City, California. “PMI” is a registered trademark of the Project Management Institute, Newtown Square, PA.
Printed in the United States of America

First Printing: May 2012
Table of Contents
ABOUT THE AUTHOR
WHO SHOULD USE THIS BOOK
HOW TO USE THIS BOOK
PREFACE
ACKNOWLEDGEMENTS
Chapter 1: A FALSE SENSE OF SECURITY
Chapter 2: TAKING PROJECT OWNERSHIP
Chapter 3: THE NEXT LEVEL: SELF-RELIANCE
Chapter 4: ALIGNING SENIOR MANAGEMENT
Chapter 5: SELECTING ERP SOFTWARE
Chapter 6: SELECTING SOFTWARE CONSULTANTS
Chapter 7: THE ERP ROADMAP
Chapter 8: BUSINESS CASE, OBJECTIVES, AND BENEFITS
Chapter 9: CHOICE OF METHODOLOGY
Chapter 10: PROJECT SCOPE AND BOUNDARIES
Chapter 11: THE SOFTWARE ROLLOUT STRATEGY
Chapter 12: ORGANIZING FOR SUCCESS
Chapter 13: THE REAL SCHEDULE AND BUDGET
Chapter 14: THE RIGHT TECHNOLOGY QUESTIONS TO ASK
Chapter 15: PUSHING AND PULLING FOR CHANGE
Chapter 16: KNOWLEDGE TRANSFER: RAISING THE BAR
Chapter 17: BREAKING DOWN THE SILOS
Chapter 18: TESTING
Chapter 19: STAYING ON TRACK
How to Contact the Author
REFERENCES
ABOUT THE AUTHOR
Steve Phillips is an ERP professional with over twenty-seven years of implementation experience. His background includes senior management education, software selection, project management, application consulting, process redesign, systems design, testing, training, and post go-live support.
This extensive knowledge is coupled with a rare combination of functional experience in operations management, IT management, and business reengineering. His industry experiences include manufacturing, distribution, business services, and the public sector.
Steve is degreed in Production & Operations Management from The Ohio State University Max Fisher College of Business with advanced studies in Industrial Management from Central Michigan University.
Previously certified by the American Production and Inventory Control Society, he has written articles appearing in APICS publications. He is also a featured contributor for several popular ERP software selection and project management websites.

WHO SHOULD USE THIS BOOK
This book is not academic shelfware. It is designed to facilitate action by providing ERP project management insight that can be successfully applied. When implementing application software it is not only what you do, but how you do it, that can spell the difference between a raging success and an outright failure.
This book will benefit those facing the challenge of implementing ERP or any other complex software package. Also, any organization considering a major upgrade to their existing ERP system will gain valuable information from this book. Specific readers include the project manager, team leaders, business analysts, and application consultants. Many chapters are a must-read for the executive sponsor and IT management.
Partners, practice leaders, and senior managers within ERP software companies and consulting firms that value customer success (more than the billable hours of the moment) can greatly benefit from this book.
Knowledge that enables your clients to understand what project ownership looks like, and to hold up their end of the bargain, is an opportunity largely untapped within the industry. Vendors that embrace the philosophies and strategies contained in this book can help their clients be more successful, enabling the firm to achieve greater success in the future.


HOW TO USE THIS BOOK
First, read this book in its entirety and think about how the information relates specifically to your company, project, and experiences. Next, discuss what was learned with management and the project team, and develop a list of items that may be helpful to your project.
Finally, read each chapter again as the project unfolds. Often it is not until the heat of the battle when it really sinks in. With this approach, management and the team will better understand the decisions at hand, issues and ramifications, possible solutions, or the right questions to ask your consultants.
PREFACE
Shades Off
I must admit, I am a bit of an oddity in the ERP industry. Many consider me a consultant because I once ran with the pack at a Big Five firm. Others like to peg my views as those of a “client practitioner.” However, since I no longer use outside software consulting services, how can I be a client? One thing is for sure—I have no software to sell you or any other hidden agenda in writing this book.
Most importantly, I have spent the last twenty-seven years of my life working with real people, in real organizations, and making ERP systems really work. Most of this time was as an “in-house” employee, managing a project and doing the business process design and software details.
Over the course of my career, I have met many wonderful and talented people. I have also observed a lot of crazy stuff. In fact, I have come to an important conclusion I think is worth sharing…

Many conventional ERP wisdoms are simply not working. Those that do are lost in translation or the industry hype.

Let’s face it. The track record of the ERP industry is miserable. It has been for a long time and is getting worse. Sadly enough, I am here to tell you the emperor really is not wearing any clothes!
What we need now more than ever is a fresh and different perspective, a voice from the trenches. One based on the organization’s success, reality, what works, what does not work, and an understanding of unintended consequences. We must stop the buzzwords, theory, cookie-cutter approaches, or turnkey solutions (that usually exist only in the sales literature).
Also, let us finally acknowledge that organizations are not helpless and discontinue the consulting practices that foster dependency. There is not a consultant in the world that does not advocate the concept of putting ownership in the right place (with their clients). Consultants must stop talking about it and start making it happen.
I hate to say this, but the ERP industry has institutionalized confusion . Everyone and their brother is selling ERP software and consulting services. If you have not noticed, there is a feeding frenzy out there, and the meal is the client!
For the typical organization, it is not easy to get a straight answer. One may wonder if there is such a thing as a truly independent source. Unfortunately, in the end, the organization is stuck in the middle and is usually the big loser.
On the other hand, if senior management or others within the company are the problem (as many consultants claim); let’s finally get serious about educating them. I know they will listen if consultants can explain the consequences of their actions in terms of the time, money, and misery that lie ahead.
In the meantime, I am not holding my breath. Organizations must take it into their own hands to get educated and to understand how to be more engaged, self-reliant, and have the insight to control their ERP destiny.
This book presents comprehensive strategies to do just that. It can be used within any type of organization and with any ERP implementation methodology. The purpose is to take the discussion to the next level. Given the state of ERP, it is about time someone did.
The definition of ERP success for most companies is very simple: It is about software and business processes that actually satisfy business needs, employees that really understand the system, and implementation costs that are significantly less than “consultant driven” projects.
ACKNOWLEDGEMENTS
Writing this book provides the important opportunity to acknowledge some of the people in my life that made a difference. Beyond those mentioned below, one thing I discovered is everyone has something important to say, whether the CEO of a large corporation or the guy on the receiving dock (making minimum wage). People are people, and this is a good thing.
The lesson is to look for opportunities to learn from everyone. Sort out the nuggets and mix them with your own knowledge and experience. Next, place these newfound revelations safely in your toolbox, because it is a guarantee you will need them later. Specific acknowledgements include:
Betty Phillips (mom) - Upper Sandusky, Ohio. Growing up she made me believe in myself.
Kenneth Phillips (dad) - Upper Sandusky, Ohio. He demonstrated the meaning of integrity, commitment, and humility.
The late Mae