ERP Project Management Primer Quick reference guide to best practice templates and tips to jumpstart your ERP projects (Enterprise Resource Planning) Suresh Gopalakrishnan [email protected]
May 20, 2015
ERP Project Management
PrimerQuick reference guide to best practice templates and tips to jumpstart your ERP projects
(Enterprise Resource Planning)
Suresh [email protected]
2
IntroductionThis document will help jumpstart projects and keep
a good control over its life cycle with best practice templates and tips
It is divided into four sections – Initiation/Planning, Execution/Control, System deployment, and Post-Production/Transition
All critical activities are listed in the sequence it will occur during a project lifecycle
Screenshot of all critical deliverable templates are in backup slide section
3
Not matter how much we plan this often happens..
4
Project Life Cycle Activities & Milestones
Initiation /Planning Phase Execution and Control(Design & System Configuration)
RequirementsMapping
BR.035
System Deployment
SolutionDesign
BR.010
Technical Deliverables
Develop Solution, Data Conversion
and Validation
WTP; Requirements Validation & Mapping
Complete
CRP CompleteSolution Design Complete
Functional Deliverables
User Acceptance Complete
Roles & Responsibilities Production Cut Over Plan
CUTOVERGO-LIVEMilestones
CRP2/SIT
UAT
Technical Specs for Extension, Interfaces & Reports
MD.070
ApplicationSetup and
Configuration
BR.100
Train-The-TrainerEnd User Training
WTP
CRP1
Functional Specs for Extension, Interfaces & Reports
MD.050
TestScripts /
Sand-Box creation
CRP2/SIT Complete
Cutover Approach Document
Conversion Plan
CV.010
Instance Strategy Document
Conversion Mapping
CV.055 (Or templates used)
Setups/Data conversion/
Code migration to PROD
GO LIVE
MGL
WTP – Workshop Test Pilot / CRP – Conference Room Pilot / SIT- System Integration Test / UAT - User Acceptance Test / MGL - Mock Go Live
5
Initiation/Planning PhasePrepare project management plan. Ensure it includes
Clear list of deliverables RACI chart (Responsible/Accountable/Consult/Inform)
Prepare detailed MS Project Plan – with base line and share with the teamEnsure each task in the plan has a clearly identified
deliverableFor functional resources use 35 hr work week – keep 5 hrs
for meetings, SR (Service Request) related work etc.Discuss with client and establish communication plan
(Status calls, Status update emails etc..) Get agreement on using deliverable status log for
signoff (to monitor the time taken to get approvals)
6
Initiation/Planning Phase contd..Discuss with client and come to an agreement on
steering committee participants and presentation contents/format
Recommend using benefit map (or something similar) to help control scope (Note: Based on a PMI survey, every month 2-3% new requirement is added)
Discuss with the team and prepare an instance plan Discuss with the team and prepare list of risksSchedule 1-1 with each team member at a minimum
once in two weeksPrepare clear roles and responsibilities and discuss
with each team member individually
7
Initiation/Planning Phase contd..Recommend using an issue tracking system that has
audit trail feature – Will help track time taken between status changes (ability to improve later)For e.g. Bugzilla
Discuss the usage of user survey tool to measure the risk
Start maintaining RAAIO log (Risks, Assumptions, Action Items, Issues, Out of
scope) Key decision log
8
Define Phase contd..Why Key Decision Log?Below email is from a real project
Decision was taken during project start in Jul/2008Email is dated Feb.2011
9
Initiation/Planning Phase contd..
Conduct kick off meeting. It should include a minimumChange management process“Change Requests” are often seen by business as a “miss”
from their side and could become offensiveWork with client manager to send a positive message
How are we drawing line between ‘In Scope’ and ‘Out of Scope’?
Clear project objective (or Benefit Map)Test scenario expectation from businessDocument review process and expected turnaround time
10
Initiation/Planning Phase contd..Conduct kick off meeting (Contd..)
Major milestone, deliverables, timelineRACI chart (Responsible/Assist/Consult/Inform)Risks/Issues/Assumptions/ConstraintsCRP/UAT Entrance/Exit criteriaAgree on a document approval timeline (sample below)
11
Initiation/Planning Phase contd..Show the interdependency and emphasize criticality
of getting sign off on documents on-time
12
Initiation/Planning Phase contd..
Discuss and come to an agreement with the client on: ‘Ballpark’ work estimates will NOT be given based on high
level requirementAlternately, define slab based estimate to indicate variance.
For e.g. Class100/50/10: Class 50 means ballpark estimate can be plus or minus
50% after functional document is signed off This approach is better than giving an estimate with
assumptions. Assumptions are always forgottenWork estimate for each requirement (unless planned
together) will be presented as an independent project – it should include time to write documents, testing, re-testing etc
Use Oracle AIM MD020 or other tools for estimation
13
Initiation/Planning Phase contd..Prepare initial version of project cost/revenue
trackingEnsure business users have started preparing test
scenarios/cases (Both within a track and cross-track)Get time commitment from business on various
activities like document review, testing etc.Ensure “As-Is” process diagrams are mapped to “To-
Be” – Samples in next 4 slidesAlways remember the quote from Abraham Lincoln:
“If I had six hours to chop down a tree, I’d spend the first four hour sharpening the ax”
14
AS-IS Diagram – (Monthly Train Schedule)Part 1 of 2
A
15
AS-IS Diagram – (Monthly Train Schedule)Part 2 of 2
A
16
TO-BE Diagram – (Monthly Train Schedule)Part 1 of 2
A
17
TO-BE Diagram – (Monthly Train Schedule)Part 2 of 2
A
18
Initiation/Planning Phase contd..Critical Path 101
Critical path is tasks B-C-F-GAny delay will push the project dates out
19
Initiation/Planning Phase contd..Critical path with variability
Adding mean estimates 21 daysAdding worst case 32 days
20
Initiation/Planning Phase contd..Randomness
If our estimate is close to the mean then there is equal chance of being late as of being early
Pretty much zero chance of ending on time!!
50% of the time we will
be early
50% of the time we will
be late
21
Initiation/Planning Phase contd..Randomness on critical path
Situation when early completion is not possibleOnly chance is being late
22
Initiation/Planning Phase contd..How do we reduce variability?
Add buffer to each taskBut this doesn’t work due to “student syndrome” and/or
“let’s make sure” approach
23
Initiation/Planning Phase contd..Approach 1
Early finish never propagates, but late finish surely will !!
24
Initiation/Planning Phase contd..Approach 2 – Include design assumptions
RICEW* LIST
*Reports, Interfaces, Conversion, Extension, Workflows
25
Project Deliverable - Initiation/Planning Phase
Solution Related Deliverables Project Management Related Deliverables
Requirements Definition Assessment Workshops
To be business process flow (new or mapped on “As-Is” flow) Project management plan
Workshop Findings, recommendations Workshop Agendas and Materials
Initial Requirements Mapping / Gap Documents (BR035) MS Project Management plan
Communication plan
Steering committee participants and presentation format
Solution Design and Functional Specification Finalized Gap Document (BR035) Overall benefit map for the project
(Optional)
Initial Oracle To-Be Process Flow (Future Process Document-BR010) Initial risk log
Data Migration Strategy and Conversion Plan (CV055 Conversion Data) Setup/Initiate issue tracking system
Instance Strategy Document Team member roles/responsibilities
Integration Strategy (TA.040) RAAIO Log
Initial Functional Specifications (MD050) On-boarding documentKey decision logProject finance tracking (Monthly)
RICEW List/Estimation Matrix
26
Execution and Control PhaseAfter requirement session use prioritization
worksheetUse Object Tracking Tool for maintaining deliverable
statusDevelopment should not be started unless business
provides test scenariosPrepare entrance/exit criteria for each test cycles
Issue disposition during test cycles Defect / Training log / Parking lot
27
Execution and Control Phase contd.Ensure risk log is updated on a weekly basisDo not use % completion field in MS Project Plan.
Instead use actual work and remaining duration fieldsEarned value is calculated accurately with actual/remaining
workStart preparing training plan and contentUse Change Request and Log for new requirementsStart preparing methods to tie up converted data
between source and target systemsFew critical concepts in next few slides
Customer should always give the exact requirement – is it true?
Customer perspective of the system
28
Conflicting Approaches
Scene 2
Scene 1
ConsultantConsultant
ClientClient
Both Scene 1 and 2 alone will not workBest practice is to take a blended approach
Customer tells exactly what is needed and the shopkeeper delivers it
Customer tells the “symptoms” and the doctor diagnose the issue and prescribes a medicine
29
Customer Perspective - Example
Claim is not yet assigned to a rep yet
DAY
3
You have a pain in the neck. Friend helps you to get medicine. Claim rep had left a v/mail on your home phone
DAY
4
You are in a car accident. Called the company. Company want you to call the agent. You call the agent and could only reach voice mail
DAY
1
Able to reach the agent. Someone from claim office will call you
DAY
2
Insurance company#1
30
Customer Perspective - Example
It is a Sunday
DAY
7
Call from second claim rep who handles medical issues
DAY
8
You get connected to claim rep. But he handles only auto claim, not medical issues.
DAY
5
Car is taken to a mechanic and received a rental car. Neck is still hurting
DAY
6
Insurance company#1 – Contd..
31
Customer Perspective - ExampleInsurance company#1 – Contd..
All calls should be reported through agents
SUCCESS# 2
SUCCESS# 1
SUCCESS# 3
SUCCESS# 4
Assignment must occur within one business day of being reported by the agent
Claim rep should contact the customer within one business day
Claim should be assigned based on specialty (auto/medical)
100% SUCCESS IN
CLAIM HANDLING
But customer is already looking for another insurance. Key take away is system thinking vs. silo thinking
32
Customer Perspective - ExampleInsurance company# 2
You are in a car accident. Called the company. Claim rep called in 10 minutes and arrived at scene in another 10 minutes.
Rep arranged an appointment with doctor next day Rental car arrived in next 30 minutes Tow truck arrived in 30 minutes and took the car End of 1 hr all issues have been taken care!!
DAY
1
33
Project Deliverable – Execution and Control Phase
Solution Related Deliverables Project Management Related Deliverables
CRP I Data Conversion Templates (CV.060) Validate entrance criteria for CRP I
Deliverable status log (End of each test cycle)
CRP I Configuration Documents (Set-Up Document BR100).
Initial survey using Value at risk assessment tool (Optional)
Final Functional Specifications (MD050) CRP I Test Results and document findings and issues
Business flow scenarios based on the solution design given in the signed BR010 document
MS Project Plan updates (Weekly)
Test data setup Change Request and Log as needed
First version for Configuration Documents for each functional project track (BR100 Set up document)
Validate exit criteria for CRP I and get sign off from business
Updated Business Test Scenarios
Final Oracle To-Be Process Flow BR010 (Solution Design Doc)
MD050 for all RICEW components
Work estimation (Oracle AIM - MD020)
Begin MD070 preparation Begin development of RICEW components
34
Project Deliverable – Execution and Control Phase
Solution Related Deliverables Project Management Related Deliverables
CRP2/System Integration Test Configured SIT Instance Validate entrance criteria for CRP II/SIT
Finalize technical specification (MD070) for R.I.C.E Start preparing training plan
Load validate converted data CRP II Test Results and document findings and issues
Updated version for Configuration Documents for each functional project track (BR100 Set up document)
Validate exit criteria for CRP II and get sign off from business
Updated Business Test Scenarios (if needed)
Complete documentation for technical specification (MD070)
Rework of RICEW components as needed
35
System Deployment PhasePrepare project readiness checklist and cutover plan
before final UATPlan for an intranet website to publish hr to hr status of the
cutover process so that the organization can view progressDocument contingency plan (for e.g. how to ship materials
manually if the system crashes on go live day)Ensure mock cutover activities are performed to
perfect the timing Include month end financial close
Always plan for a mock go live before go live – copy gold instance with full data and setups
36
System Deployment PhaseEnsure at least one day of testing in UAT is performed
with all automated programs scheduled as in production along with other manual transactional activitiesMany issues during first week of go live attributes to one
program stepping on another when they were launched simultaneously
During test cycles programs are launched manually and hence the chances of 2 or more programs running simultaneously are pretty low
Ensure business users are 100% trained on the system and they drive the UAT testing
Last but not the least, drink plenty of water during cutover and go live week
37
Project Deliverable – System Deployment Phase
Solution Related Deliverables Project Management Related Deliverables
UAT Configured UAT Instance with converted data and custom objects installed Validate entrance criteria for UAT
Train Client super users (trainers) Complete findings for UAT Test Results Document
Complete final version for Configuration Documents (Set-Up Document BR100) Finalize cutover plan
Lead the creation and execution of the Cut-Over plan
Prepare and publish project readiness checklist
Get cutover status intranet website ready (optional)
End User Training Training Materials Validate exit criteria for UAT and get sign off from business
Train the Trainer program execution
Execute final end user training
38
Post Production/Transition
Prepare “PM.010 Transition Strategy” and/or “PM.030 Transition And Contingency Plan” (Oracle AIM)Make it clear how client team will acquire knowledge and what
documents will be provided as a part of knowledge transferEnsure tier 1 support is provided by project team during first 3-4
weeks Prepare lessons learned with input from client business
and IT Prepare project completion report Establish a workflow for issue resolution (see samples in
next 2 slides)
39
Issue resolution workflow – Sample 1
40
Issue resolution workflow – Sample 2
Having an issue tracking software
(like Remedy) helps track these
lead times
41
End goal is to avoid the below
B C
AWhen A = B, but B not=C, we have defect When A not = B we have change request
42
…and certainly this !
Backup Slides
44
Project Plan
If milestone is due within 3 days and the progress >= 80% then status = Yellow
If milestone is due within 3 days and the progress < 80% then status = Red
For tasks If today (date) is past the start date of the task and progress is reported < (days since start/duration) then Yellow to indicate a task with insufficient progress.
45
Instance Plan
Zero slack. Any delay will push the timeline. Only alternate plan is to run UAT in CRP3 instance
Mock Go Live – Final test before
cutover
46
Instance Plan
47
Status Dashboard
48
Sample Benefit Map
Complete Project or part of a project
Desired Result of the
program
Outcome
49
Risk Log
50
RACI Chart
51
Requirement Prioritization
52
Deliverable Status Log
Advance notice to indicate when a
document will be sent for review
Keeps track of # of days taken for
review and approval
53
Key Decision Log
54
Test Script Within a Track (Summary)
55
Test Script Within a Track (Detail)
56
Cross Track Test Script
57
Project Readiness Scorecard
Green when High Priority Issue=0 and
medium issue < 5Yellow when
High > 0 but < 3 and medium >5 and < 10
Red when High >3
58
Cutover Plan (Hr by Hr)
59
Contingency Plan Template