Global ERP - A Model for Successful Deployment
Post on 05-Dec-2014
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Global ERP DeploymentA Model for Success
Ross Sivertsen
Director – Technology Services
Peerless Mfg. Co.
Agenda
Who is Peerless?
The Project Approach
Managing Requirements
Knowledge Transfer and Training
Who is Peerless?
Who is Peerless?
Peerless Mfg. Co.• Public Company (NASDAQ: PMFG)• $150MM Revenue• 450 Employees• 4 Manufacturing Facilities• US and China
• 14 Locations in 7 Countries• US, Canada, UK, UAE, Germany, China, Singapore
• Trade in 6 Currencies
The Project Approach
The Project Approach
People and Project Team• Who Owns ERP – Where Are You Going?• Senior Management & Project Team Buy In• Get to a Common Language / Taxonomy – Quickly• Project Management MUST understand the Business• Remote Project Management is Challenging• Don’t Underestimate Local Culture• Having the Right LOCAL SME's is Critical to Project Success• LEAN on an EXCEPTIONAL Professional Services Team -
PEOPLE COUNT
The Project Approach
Regulatory Requirements• EU – Statutory COA and Tax Reporting
• What are the Regional Reporting Requirements?• VAT or GST Reporting
• Electronic Data Transfers• GDPdU, E-Balance, DTAUS, BACS• Banking Transaction Compliance
OFAC and FCPA• Do You Know Who Your Trading Partners Are?• Corporate Parents can't claim "Plausible Deniability"• OFAC and FCPA Violations Come with STIFF Penalties
The Project Approach
Understand the Enterprise Data Architecture
• What Business Attributes are Important?• Who Owns Them?• How do You Get it Right?• How do You Keep it Right?
The Project Approach
Use Multi-Phase Approach
Implement GL Accounting First (GL, AP, AR)• In Most Onboarding Activities Integrating the P&L and Balance Sheet are the 1st Priority• Use Miscellaneous Transactions First If Necessary
Look In To Cost Collection Mechanisms Next• Jobs / Project Management• Use Materials/Operations to and Checklist Tasks to Drive Schedules
Implement Sales Cycle Last • Sales Attributes are The Most Difficult
Managing Requirements
Managing Requirements
Managing Requirements is Like Herding Cats
• Understand Priorities Definition and Communicate Clearly• To the Extent Possible FOCUS on One Thing at a Time• Get to the ‘Low Hanging Fruit' to Get Wins Under the Belt• Avoid Customizing the Application
Knowledge Transfer & Training
Knowledge Transfer and Training
It’s Not Training, It’s Knowledge Transfer
• Don't ‘Train' on Tactical Issues -> Transfer Knowledge• Understand the 'Why' not Just the 'How'
• Track 'WHO' Received Training• Make Sure Project Leadership ‘Get’s It’ First
• On ‘Tactical' Knowledge Transfer Include ‘Gap‘ Training• 'How is my job different?'
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