CASE STUDY 8

SECTION C (1:00 - 2:00 PM MWF)

Members:
Ablir, Roselle
Amorin, Clint Joy
Esturas, Erica
Navaja, Marjorie

1. What were the key strategies or success factors for HRMS ERP implementation?
Key strategies for HRMS ERP implementation is it had the support of senior management,
the reason for change was established and taken to the organisation, and a general idea for the
institution was integrated into the IT strategic plan. The organisation established assessable
goals for the HRMS project with actual results documented as each component was
implemented to determine the level of success.

2. Why was the governance so important to the project?

The governance is important to the project to address the modernization and ensures
consistency throughout the organization by standardizing the software, hardware and data.
With this governance:
• The Information Technology Advisory Committee (ITAC) advises and assists the CIO in
establishing and implementing IT management policies, procedures, and practices.
• The Change Control Board (CCB) for hardware and software changes to the IT
infrastructure. The CCB addresses the impact of changes to the infrastructure and ensures
minimal disruption in services and operations.
• The primary objectives of IT Management Review Board (IMRB) are to address project
success factors and ensure that risk is managed by completing assessments at key project
milestones.

3. In setting up goals for each system component, what did the institute do that many
Businesses or institutions do not with an ERP implementation?

The institute managed the project as an investment; emphasized delivery of product and
monitored performance on a schedule basis with full benchmarks. Often times large ERP
implementations do not address the performance of staff and the system when implementing.
The institute was able to balance the need for measurement and the value of the ERP system
to meet its overall needs.