Indra Utoyo Director of IT Solution and Strategic Portfolio PT Telkom Indonesia, Tbk
Oct 28, 2014
Case Study: Enterprise Resource Planning Implementation 3 of 15
ERP in a glance
a business strategy and set of industry-domain-specific applications that build customer and shareholder communities value network system by enabling and optimising enterprise and inter-enterprise collaborative operational and financial processes
Gartner
source : esopro
ERP Life Cycle
Strategize and Plan
Architect
Select Deploy
Operate
And Evolve
Business application suites such as ERP represent a significant investment of capital and time. To manage ERP, organizations need to understand what tasks are involved in each phase of its life cycle
Establishes the ERP project, and sets the stage for the foundational work found in the architect phase: Steps Include: Scoping – Business Case - Plans – Budget - Iniate Project
During this phase, the strategies and vision of the ERP are translated into a practical plan and design Steps Include: Detail requirements, Governance, Change management
Choosing the right software and service partner. Choosing an experienced SI is critical to a project's success :
Steps Include: Selection Issues, RFI & RFP, SLA & Contract, Align Project Team
implements the solution chosen in the select phase, and is where the vision becomes reality. This phase may consist of multiple deploy phases Steps Include: Customization, Configure, Integrate, Training
This phase is all about how the company uses ERP, and how it will need to change to meet the organization's ever-changing requirements: Steps Include.: Manage & Improve, Revisit, Evaluate, Review
Source: Gartner.Inc.
Case Study: Enterprise Resource Planning Implementation 6 of 15
Why It’s So Difficult Transformations or Changes are not just about SYSTEMS
PEOPLE & ORGANIZATION
• Reluctant to change, comfortable with current condition
• Multiple interests
• Cross functional changes, who is responsible ?
SYSTEM
• Too many silos: network, server, products
• Limited integration among the systems
• Lack of architectural aspects
PROCESS
• Changes rely on integrating many different process
• The nature of change is not to have all the answers up-front
• Lack of standardization or best practices adoption of common business processes
DATA & INFORMATION
• Data integrity problem in many data sources of system
• Data migration or transformation from legacy to new core systems
• Radical business change always need the change of data layer
There is nothing more
difficult to take in hand, more perilous to conduct, or more uncertain in its success,
than to take the lead in the introduction of a new order of
things.—
NICCOLO MACHIAVELLI
Case Study: Enterprise Resource Planning Implementation 7 of 15
The 10 Project Completion Criteria
1. Functional, integration and stress acceptance satisfactorily completed for all functionality
2. Documentation of business processes, end-user procedures and user training plans 3. Production computer environment established and documented 4. System interface completed and tested 5. Legacy data migration procedures completed, tested and audited 6. Technical system management procedure documented and in place 7. Documentation of the system roll-out/go-live plan completed 8. System go-live achieved and the system in production after roll-out stage
completed 9. Adequate transfer of knowledge to allow TELKOM to independently manage,
upgrade and enhance the ERP system 10. All completed works must be passed on quality assurance process
Case Study: Enterprise Resource Planning Implementation 9 of 15
Realization Detailed Design
Conceptual Design
Implementation Methodology
Project Preparation
Production Support
L
Project Orientation & Trained Project Team
CD Report (Business Blueprint)
Prototype Productive System
Stable System & Confident Users
Procedure
Procedures
New Job Roles
Case Study: Enterprise Resource Planning Implementation 10 of 15
Telkom SIMTEL Project Timeline
SIMTEL PROJECT IMPLEMENTATION SCHEDULE
Task (Level 1) JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DES JAN
PROJECT PREPARATION
CONCEPTUAL DESIGN
DETAILED DESIGN
REALISATION
PRODUCTION SUPPORT
ROLL-OUT & SUPPORT 1
ROLL-OUT & SUPPORT 2
ROLL-OUT & SUPPORT 3
ROLL-OUT & SUPPORT 4
ROLL-OUT & SUPPORT 5
CD Report
28 Feb 2001
Prototyping Plan 24 Apr 2001
Realisation Plans
1 Jun 2001
Go-Live-Pilot Project 1 Aug 2001
Review (Pilot)
28 Sep 2001
SAP Implementation Journey
Implementation Project • FI/CO, MM, TR • HR • PS & BW • SUBSIDIARIES
• SAP 4.6C 1,000 User License 50,000 HR Master Data
• SAP BW 150 User License
• SAP Development User
• SAP CRM 5.0 User License Customer & Orders
• SAP Contact Account
• SAP Development User
• Upgrade SAP 4.6C to EEC 6.0 • SAP SRM • SAP BPC • SAP GRC • SAP Development User
• SAP CRM 5.0 Additional User License SAP MDM
• SAP RM CA Additional Contract Acct.
• IT Support for IFRS
• SAP BPC • SAP TDMS
Implementation Project • TiCARES (CRM) • TREMS (RMCA)
Implementation Project • Upgrade SAP 4.6c to
SAP ECC 6.0 • GRC
Implementation Project • New GL • BPC • TEAMS
Case Study: Enterprise Resource Planning Implementation 12 of 15
SAP Operation Excellece
Twinning with Operational
Team
CCoE Personel Sertification
SAP Operation Improvement
SAP CoE Certification
• Workshop • Training • Academy
• SAP Certications
• Realizing SAP Recomendations
• Procedure Improvement • Systemize Operations
• SAP Assessment and Certifications
Twining with on Going Project
CCoE organization
Max Attention Top Service Quality Org Readiness Best Practice
Case Study: Enterprise Resource Planning Implementation 14 of 15
Key Lessons: Implementation
• Strong Sponsorship from the Top
• Involve everyone (There is no IT Project, only Business Project)
• Centralized Command (Special Task Force / Project)
• Need better alignment with internal stakeholders to get more support.
• Need for more comprehensive change management (training, organizational alignment & communication)
• Always updating Team knowledge & skills to improve Team’s competencies
• System Live-run is not the end-point, it’s a starting point to deal with problems