An ERP implementation project
The plan of an ERP project, from scoping to start-up support: choosing the vendor, fit-gap analysis, configuration, data migration, acceptance testing, training and cutover, with the people involved, the cost items and the known causes of failure.
- 24 cards
- 5 topics
- Free
The outline, topic by topic
Each topic is weighted the way the exam weighs it.
- Concepts
- Questions
- Sort and link
- Scenarios
- Understand
A few cards from the deck
Fit-gap analysis: what is it?
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A function-by-function comparison of what the standard does and what the organisation's processes require, to decide which of the two to adapt.
Each gap has three outcomes: change the process to follow the standard, configure, or build a custom development. The last costs the most and is paid again at every upgrade.
Among these ERP project expenses, which one comes back every year after go-live?
- The maintenance or subscription fee
- Migrating the data from the old system
- The configuration entrusted to the integrator
- The initial training of users
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The maintenance or subscription fee
Migration, configuration and initial training are project costs, paid once. The vendor's fee, which gives the right to fixes and new versions, is recurring and weighs on the total cost over several years.
Faced with a gap between the standard and the need, one can …, … the package or, as a last resort, build a … development.
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Faced with a gap between the standard and the need, one can adapt the process, configure the package or, as a last resort, build a custom development.
The order follows cost and risk: changing a process costs almost nothing in upkeep, while a custom development has to be reworked with every release of the standard.
Data migration: what is it?
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Moving the data from the old systems into the new one, after cleaning, de-duplication and conversion to the expected format.
It is often the workstream that falls behind: duplicate customers, item codes that differ from one department to another. Better to clean before moving than after.
Budget doubled, date pushed back twice: each department got the package to reproduce its old screens. What are the likely cause and the fix?
- A vendor badly chosen at the start: switch vendor mid-project and redo the selection
- Custom work instead of adapting processes: settle each gap in committee, standard by default
- An integrator team that is too small: double the headcount to hold the original schedule
- Users who are poorly trained: lengthen training before starting the next acceptance round
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Custom work instead of adapting processes: settle each gap in committee, standard by default
Reproducing the old screens means building custom work for each request: cost climbs, deadlines slip and every upgrade has to be redone. The recovery goes through a committee that settles each gap, standard by default.