BEST Practice in Erp

8/13/2019 BEST Practice in Erp

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ERP Implementation Best PracticesA Success StoryCopyright , Roger Rigelhof. This work is the intellectual property of the author. Permission is granted for

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To disseminate otherwise or to republish requires written permission from the author.


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Implementation Best Practices

EDUCAUSE

A Survey found similarities and differences in

CFOs and CIOs perceptions of Best

Practices Pollyanne S Frantz, Arthur R Southerland and

James T Johnson, ERP Software Implementation

Best Practices, EQ, 25 (4), 2002


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Agenda

The ERP Implementation


How they were viewed by CIO and CFO How we implemented them

Effectiveness (subjective)

What is success, anyway?


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ERP Implementation

McGill University, Montreal Canada

30,000 students

Research intensive

SCT Banner Finance June 2000

General Person Aug 2001

First module for Student

HR/Payroll January 2002

Student

Web Registration April 2002


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Definition

A best practice is what results when

qualitative comparisons are made between

similar organizations business practices.

OR

A best practice is any activity that an

organization finds successful in accomplishinga task.


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Best Practice 1

Executive management should

endorse the ERP project.

High ranking by both CFO and CIO(mean above 4.6 on a 5 point scale).


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Best Practice 1

Implementation

Project SponsorsVPs

Provost and VP Academic VP Finance

Deputy Provost and CIO

Subjective Assessment: Essential to success


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Best Practice 2

Executive management should

remain actively involved throughout

the implementation. Mean ranking below 4.6 on a 5 point

scale


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Best Practice 2

Implementation

Executive Policy Committees

VP, AVP, DP-CIO, Director / Registrar,Project Director and Project Manager

Project Governance


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Project Governance

Project Manager

Project Services

Team

Project Manager

HRIS/Payroll

Team

Project Manager

SIS

Team

Project Manager

FIS

Team

CSA FIS Policy HR Policy

SHARD

SIS Policy

CIOProject Sponsor

HRPM

PMG

Project Director


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Best Practice 3

ERP software implementation

responsibilities should be shared

between the information technologydepartment and functional areas

where the software is being

implemented. High ranking by both CFO and CIO


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Best Practice 3

Implementation

Policy committees involved senior

management in the implementation

Implementation teams consisted of

functional and IT people

Subjective Assessment: Essential


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Best Practice 4

Executive management should be

cognizant about the institutions ability to

adapt to the organizational changes that

occur when ERP software is implemented.

High ranking by both CFO and CIO


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Adapting to an ERP

Go-live

Productivity

18 Months ?

Implementation ERP Shock

Time

Benefits

3 month preparation period


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Implementation

ERP Shock Relief

SIS and FIS specialists

Funded by IST, coordinated by projectmanager and training specialist

Hired by colleges to support Faculty

Training, liaison, advocatesSubjective evaluation: Important


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Best Practice 5

A project manager should be

assigned full-time to the

implementation. High ranking by both CFO and CIO


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Best Practice 5

Implementation

That would be me! An Academic with some previous

experience with projects



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Best Practice 6

The project team composition should

represent all functional areas where

the software will be implemented. Perceptual difference between CFOs

and CIOs

CIOs significantly more likely to agree


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Best Practice 6

Implementation

Finance System:

Core team of managers fromAccounting

Broad consultation within the entire

financial communityesp for CofA Functional specialists in Purchasing,

AP, AR, Budgeting, Grants


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Best Practice 6

Implementation

Student System

Managers from Admissions, Registrars,Student Records Officers from Colleges

of Arts, Science, Grad Studies

SROs used to test mock registration Students used for communication plans

etc.


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Best Practice 6

Implementation

HR/Payroll

HRPMC (HR Project ManagementCommittee) met regularly.



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Best Practice 7

Project team members normal job

responsibilities should be reassigned

to other employees for the projectduration. Perceptual difference between CFOs and

CIOs

Lowest ranking by CFOs


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Best Practice 7

Implementation

Temporary promotions and backfilling

Replacements were trained before

Implementation started Finance and HR systems

Managers spent 4 days/week at Project HQ

Student System

100% at Project HQ

Subjective Assessment: Essential to do one or theother. Advantages/disadvantages either way.


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Best Practice 8

Employees should receive training on

how to work as a team on a project

before implementation begins. Perceptual difference between CFOs

and CIOs



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Best Practice 8

Implementation

Partially implemented

We did a relatively small amount ofteam training

In Finance and HR we had existing

teams


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Best Practice 9

The institution should retain

ownership of the implementation

process. High ranking by both CFO and CIO


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Best Practice 9

Implementation

Project Definition Document

Consultants were used, but theemphasis was on skills transfer


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Best Practice 10

A separate dedicated work

environment specifically created for

the project team aids implementation. Perceptual difference between CFOs andCIOs



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Best Practice 10

Implementation

Project headquarters

Functional and technical usersbrought to a work environment

specifically dedicated to the project

team and to building the system.Subjective Assessment: Essential


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Best Practice 11

All employees who will use the

software should receive thorough

training. High ranking by both CFO and CIO Perceptual difference between CFOs and

CIOs



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Best Practice 11

Implementation Training room and training team (approx 6

trainersas many as 30 at times!)

Basic Navigation course plus: Finance: 5 courses

HR: 3 courses

Student: 23 courses

4,840 Employees attended 1 or more sessions

As of May 2003: Total number of sessions: 1,166

Total number of attendees: 7,094


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Best Practice 11

Implementation Detailed instructions for each and every form

Banner Help Desk FAQs, How-tos

Hands-on obligatory sessions

You only get access to the forms for which you have

had training

Drop-in labs (bring in your real work)


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Best Practice 12

Executive management should help

employees network with peers at

other institutions undergoing similarimplementationinitiatives. Mean ranking below 4.6 on a 5 point scale


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Best Practice 12

Implementation User Group Conferences

Summit Active participation

Subjective Assessment:

Improves quality and efficiency of

the implementation


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Best Practice 13

It is often necessary for an institution

to change its administrative

processes to fit the software. Mean ranking below 4.6 on a 5 point scale


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Best Practice 13

Discussion

Vanilla or Vanilla with sprinkles

System must be acceptable to endusers

HR, Finance more likely to change

processes than Student Records


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Best Practice 14

Outside consultants can facilitate

implementation efforts.

Mean ranking below 4.6 on a 5 point scale


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Best Practice 14

Implementation

Vendor Consultants for hands-on trainingof implementation team, technical team

Consultants were used to facilitate andvalidate

Process Improvement Assessment

Total Consulting: About 4,000 hoursSubjective assessment: Essential


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Best Practice 15

Implementation information should

be continuously communicated to

the campus community.



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Best Practice 15

Implementation

BannerSpeakquarterly newsletter

Website

Information sessions before each go-live

Information reports to Deans, Senate

Committee on Student Affairs, Senate

Committee on Information Systems, ComputerUsers Committee



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Best Practice 16

Conversion of data from the old software

system to the new should begin early in

the implementation process.


Lowest ranking by CIOs


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Best Practice 16

Implementation

For student system:

Converted all electronic person record

450,000 records Converted all electronic Student records -

250,000

Financial data was partially converted

HR Legacy system ( a relatively newsystem) was converted.


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Possible Definition

Success is realizing your vision.


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We stated our vision in a Project Definition Document in1999:

Our vision is of a McGill in which the constituents -faculty, students and support staff, have direct access to

secure data, and the means to accomplish certainadministrative tasks. Thus students and staff wouldmaintain the appropriate parts of their own recordsdirectly. Students, for example, would apply to McGill,be able to track their applications, register for their

courses, request student aid, examine their records, viaa form of universal access such as the Web. Academicstaff would receive course rolls, submit marks, andreceive support for academic advising via the Web.


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Possible criteria

On time, on budget

Only if the scope doesnt change!

Only if Technology doesnt change!Are all end users happy

Unthinkable at an Institution where criticalthinking is valued

Are they using the system?

If yes, the implementation is a success!


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Banner Stats

Cumulative Client User Logins: 1,165,323

Distinct Client Users : 2,695

Current client logins (11:00 Monday): 492

Distinct Web Users: 78,891

Distinct student registrations: 46,882

Cumulative course registrations: 380,779

Current web logins (11:25 EST): 269


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Questions

[email protected]

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