ERP/CRM System Implementation Methodology

Transcription

1 ERP/CRM System Implementation Methodology Prepared by Admiral Consulting Group Date Submitted May 27, 2016

2 TABLE OF CONTENTS Implementation Methodology Analysis (Solution Envisioning) Phase Form an ERP/CRM Steering Committee Detail Business Requirements Workshop AS-IS Conduct Solution Overview Workshop Conduct Fit Gap Analysis Solution Design Phase Conduct Core Team Training Create Functional Design Document (FDD) Configure and Setup Standard and ISV Solutions Solution Development Phase Conduct Proof of Concept (POC) Workshop Production Deployment Phase Conduct End-User Training Final Data Migration to PROD Go-Live Operation Phase... 8 Page 2 of 8

3 IMPLEMENTATION METHODOLOGY Admiral Consulting Group adheres to a standard implementation and project Management methodology, generally recognized as Good practice in the industry such as those outlined by Project Management Institute (PMI) and Microsoft Sure Steps, to help facilitate the successful delivery of the objectives and deliverables described herein. We define success as the ability to deliver our solutions reasonably on time and on budget. The following explains our implementation processes and phases, the services we render, which forms the basis for our estimates of the professional services fees. Analysis Form a Committee Detail Process Review Solution Overview Solution Selection Fit/Gap Analysis Purchase Software Sign Agrrement Project Kick-Off Project Plan Design Install Software Core Team Training Detail Design Update Project Plan Update FDD Development Deployment Operation System Configuration ISV Integration Customization POC Testing Data Migration Plan Update Project Plan Update FDD End User Training Data Migration Go-Live Post Go-Live Support Update Project Plan Lesson Learned Update FDD Project Closure 1.1. ANALYSIS (SOLUTION ENVISIONING) PHASE The primary objective of Analysis (Solution Envisioning) phase is to help determine the right solution to meet business needs. This includes forming the implementation committee, diagnosis of business requirements, and solution components using any number of available Decision Accelerator services such as detail Business Process & Requirements Review, Fit Gap and Solution Blueprint, and Proof of Concept FORM AN ERP/CRM STEERING COMMITTEE Page 3 of 8

4 Implementing an enterprise resource planning (ERP) solution requires a lot of people to be involved at various points of the project. These stakeholders also need effective leadership to guide the process so that it doesn't fall apart at critical junctures. The employees and management who have the most impact in the company can and will influence the overall result positively or negatively. The scope of ERP can be vast, especially when used in a fast pace environment with multiple locations. The primary role of this committee is to outline the goal and objectives and act as a liaison between the upper management and other team members. In addition to taking full responsibility for and setting the framework of the project, the steering committees also serves as the voice of reason for the entire implementation process, which naturally leads to a smoother and more efficient transition DETAIL BUSINESS REQUIREMENTS WORKSHOP AS-IS Gathering and documenting the functional area s detail business requirements is a critical step in implementing any system. This involves a series of detail workshop sessions conducted with the functional area and subject matter experts, resulting in their requirements being documented in the Functional Requirements Document (FRD). The FRD in turn becomes an input to the Ft Gap Analysis activity. While the FRD captures the what s that need to be accomplished, the Fit Gap Spreadsheet captures how the requirements are met. Deliverable: Functional Requirement Document with detail workflow diagrams CONDUCT SOLUTION OVE RVIEW WORKSHOP The goal of this exercise is to educate the Core Implementation team and ERP/CRM Steering Committee about the functionality of alternative systems. From an Organizational Change Management perspective, a demonstration of standard functionality and standard-solution flows is especially important because this is the first step toward creating awareness and acceptance among the users for the new solution (system). In particular, it provides an opportunity to demonstrate that it is possible to execute existing processes in a slightly different sequence or manner, yet still achieve the same or more optimal results. Deliverable: Steering Committee is to select an ERP/CRM System and recommend the procurement of such system CONDUCT FIT GAP ANALYSIS The detailed Fit-Gap workshop serves to identify gaps between the preferred ERP/CRM System functionality compared to the business requirements. Page 4 of 8

5 The Business processes that can be implemented using the native functionality of ERP/CRM System will thereby be confirmed as a Fit. Conversely, for those business processes that cannot be fully implemented using the native functionality of ERP/CRM System will be outlined as Gap. The corresponding Gap must be documented in a spreadsheet and serve as the basis for the steering committee to find resolutions, propose alternative workarounds, or suggest recommended business process updates. The final decision on which approach to adopt is based on comparing the cost versus the benefit of altering a process or solution as well as the priority of the Gap in the overall ERP implementation project. Deliverable: Fit-Gap Analysis Spreadsheet SOLUTION DESIGN PHASE The goal of the Design phase is to define how the business requirements will be implemented. The phase includes configuration of the overall ERP/CRM System and the design of specific customizations needed to satisfy business requirements (including gaps) identified during the Analysis phase. The customizations can range from simple user interface or report modifications to moderate-to-complex functionality additions or modifications. Customizations may also include the integrations and interfaces and data migration elements required to support the requirements CONDUCT CORE TEAM TRAINING In this part of the Design phase, we will provide an overview training to the ERP/CRM Committee focusing on the capability and functionality of the ERP/CRM System as well as any applicable ISV solutions (if needed) that make up the final solution. A review of the Business Requirements and Gap/Fit Analysis should occur to ensure that the correct modules are covered. This training will cover both functional and technical requirements and will therefore bring together both the key users and the IT Users of the project. It is envisioned that the users would attend all sessions to provide a complete understanding of the ERP/CRM System functionality. Deliverable: Training Material CREATE FUNCTIONAL DE SIGN DOCUMENT (FDD) In this Activity, our Application Consultants will work hand in hand with the ERP/CRM Committee to begin the documentation of configuration and parameter settings required in order for the standard functionality and ISV solution(s) to fully meet the business requirements. This is documented in the Functional Design Document (FDD), which captures all configuration settings. This will provide the ERP/CRM Committee a reinforcement on the training received. The ERP/CRM Committee will provide the business scenario to properly test the selected design and configuration. Page 5 of 8

6 Deliverable: Functional Design Document (FDD) CONFIGURE AND SETUP STANDARD AND ISV SOLUTIONS Our Application Consultants and the ERP/CRM Committee will typically begin to configure the application on the Development environment. This will allow for the initial baseline of the configurations to be established and facilitate any initial development effort. To test each configuration, the Application Consultants will guide the ERP/CRM Committee members through the process which will confirm the configuration meets the business requirement. No formal test scripts are required for this activity; however, it is essential the ERP/CRM Committee actively participate as it enhances the knowledge transfer gained from Core Team Training. As these settings are accepted by the Key Users, they are documented in the Functional Design Document. Knowledge gained from this activity also allows the Key Users to begin the identification and creation of process test scenarios and test scripts. Deliverable: Updated Functional Design Document (FDD), including preliminary development effort to support integration and interface, data migration, and custom code development SOLUTION DEVELOPMENT PHASE In the Solution Development phase, your complete solution will be built and configured. Key activities and deliverables include: Determine Security Roles to define which roles have different types of access to specific functionality Complete System Configuration and ISV Solution Setup to determine detailed settings for all system configuration screens Finalize Customization Code--to complete any customizations you need to meet unique requirements Conduct Acceptance Testing to ensure your new solution meets your functionality requirements Begin Developing Data Migration Scripts to plan detailed process and timing of data migration to your new solution CONDUCT PROOF OF CON CEPT (POC) WORKSHOP The objective of the proof of concept workshop is to build and test the system components defined and approved in the design specifications, including developing the customizations, integrations and interfaces, and data migration processes. The major deliverables include the complete system configuration, completion and freezing of code for customizations, integrations and interfaces, and data migration. Other key deliverables include finalization of the Functional Design Document (FDD), and the completion of Data Acceptance, Process and Integration Testing. Page 6 of 8

7 1.4. PRODUCTION DEPLOYMENT PHASE The Production Deployment phase is where all the efforts of the project team come together for a successful transition to the new ERP/CRM solution. Key activities in this phase include end-user training, final data migration, production environment readiness, and the actual cut-over to the new production environment. The infrastructure and technical teams prepare the production environment for the cutover tasks that lead to the go-live state. Required configurations and tweaks may be made, and performance tuning maybe performed if necessary. Another parallel activity that is performed upon completion of POC is the initial data load into the production environment by the data migration team. At this stage, we consider the system is ready for you to go-live and any subsequent environment changes are placed under the change control process CONDUCT END-USER TRAINING Adequate training is one of the most important steps in any successful implementation. It has been determined that the most appropriate view of training is to deliver short, directed sessions that begin with a broad overview and narrow successively to the End Users defined job tasks. A critical success factor is that the final task-oriented training takes place as close to Go-Live as possible to prevent knowledge erosion. This training may optionally be conducted by the ERP/CRM Committee members or our Application Consultants. This training can be formal, informal, onsite, or remote. If formal training is necessary, it is recommended to schedule the training sessions in advance with the End Users. Training logistics, which may include a conference room, projector, training materials, and computers, should be arranged FINAL DATA MIGRATION TO PROD Migration of data from the source or legacy systems is the final critical phase of the project and it is as equally important as user adoption. Data migrated into Production has to be timed accurately so as to ensure that users see the most recent data when the system is available to them. The effort is usually split into two phases: Phase 1 Initial migration: The initial migration of data into production is performed to avoid overloading the systems over the go-live weekend and is typically done a couple weeks before the actual go-live date. This data typically includes static data. Page 7 of 8

8 Phase II Final migration: The final data migration is done over the weekend prior to go-live. Since most of the initial data is loaded earlier than go-live, the final data load will take into account the data entered into the system after the initial data load. This concept expedites the migration process and eliminates last-minute glitches that can jeopardize the cutover. It is also mandatory to lock the system from end users while the final data migration tasks are being performed GO-LIVE Go-Live is the culmination of planning, design, testing, and execution activities for the implementation to the new ERP/CRM solution. Support activities have long been confirmed, allowing for the project team members to provide support for the end users. The support protocols and channels, including Help Desk functions, have been communicated, and the end users can utilize the proper support resources that help ensure timely and accurate resolution of issues OPERATION PHASE The Operation phase defines the activities that are required to close the project, provide post production support, and transition the solution and knowledge to the you. Key objectives of this phase include providing post go-live support, transitioning the solution to support, performing a final quality audit, and providing project closure. After go-live, it is important to ensure we delivered what was agreed upon at the beginning and to confirm your satisfaction with the end result. It is important to officially close the project and obtain formal sign-off on all deliverables. Page 8 of 8