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Post-Implementation Phase of ERP

Sunit Patil Vishwas S. Kamble

Post – Implementation Measures
• Measure - quantitative indication of extent, amount, dimension, capacity, or size of some attribute of a product or process.
– E.g., Number of errors

• Metric - quantitative measure of degree to which a system, component or process possesses a given attribute. “A handle or guess about a given attribute.”
– E.g., Number of errors found per person hours expended

The Different Phases Of The ERP Implementation
1)Pre-evaluation Screening 2)Package Evaluation 3)Project Planning Phase 4)Gap Analysis 5)Reengineering 6)Configuration 7)Implementation Team Training 8)Testing 9)Going Live 10)End-user Training 11)Post-implementation

Post-implementation
To reap the full benefits of the ERP system, it is very important that the system should get enterprise-wide acceptance. There should be enough employees who are trained to handle the problems that might crop-up. There should be people, within the company, who have the technical prowess to make the necessary enhancements to the system as and when required. The system must be upgraded as and when new versions or new technologies are introduced. The post-ERP organization will need a different set of roles and skills than those with less integrated kinds of systems.

Pre Vs Post-implementation
Pre-implementation
FUNCTIONALITY TECHNOLOGY

Post-Implementation
PROBLEM OF TRANSFORMATION DUE TO ERP ENHANCEMENT OF ERP FUNCTIONS

IMPLEMENTABILITY OF THE SOLUTION ORGANIZATIONAL REACTION TO CHANGE CHANGE ADAPTATION EXPECTATIONS MUST BE MANAGED ORGANIZATIONS NON ADHERENCE TO THE STARTEDPRINCIPLES INFLATING RESOURCES FOR ERP IMPLEMENTATION EMERGENCIES BPR, KT, KM, SERVICE DESK & TRANSAITION

Model

product

operation

revision

transition

reliability

efficiency

usability

maintainability

testability

portability

reusability

Metrics

PROBLEM OF TRANSFORMATION DUE TO ERP
• Employees find it hard to digest the transformations that place in an organization all on a sudden due to ERP implementation. • In fact employees exhibit positive signs as everything goes right in the first place. But as one progresses he finds difficult to work as it gets more complex.
• The initial interest and expectation turns into apprehensiveness in due course of time.

• There is another category of people who did not encourage ERP right from the conceptualization stage.

Training
Training is a key component in accelerating performance. The aim is to develop software application skills in a shorter period and reduce errors when using the software. Once the critical areas requiring skill development are identified, training is used where it works best – to develop skills and abilities through practice and feedback. With software systems, a few of the typical application-specific tasks are: • Classify a group of concepts • Solve problems using a process • Complete a procedure • Evaluate based on a principle

Training

ENHANCEMENT OF ERP FUNCTIONS
. • This dilutes the ERP Existing system after modifying it a couple of times. Repeated change in configurations and systems will only add to the confusions. • When the functions are operated by a single machine it becomes increasingly difficult to make the necessary changes. These troubles arise when they are not foreseen and addressed in the implementation stage. • They have to be given a place in ERP implementation plan.

ORGANIZATIONAL REACTION TO CHANGE
• Changes do happen quickly and immediately in the organization after ERP is implemented. • But if there is no proper understanding of the process or mishandling of information, it will result in questioning the ERP process. If updating is not done in the machine it will only affect the business process and create unnecessary confusions. • The changes don't happen all on a sudden in an organization and expecting it immediately will only cause needless disappointments. • In spite of all this, expecting every member in the organization to respond proactively, if that happens the chances of ERP implementation t

ORGANIZATIONS NON ADHERENCE TO THE STARTED PRINCIPLES
• Organizations largely experience a wide gap between practices and preaching . • In fact this has a negative effect on the entire scenario itself. • The voracity and impact of loss could be greater and more devastating when this turns out to be true even in the case of ERP. • Since ERP successful functioning is purely based on following the laid down procedures the lag could throw a serious challenge on ERP'S potential right from the stage of its implementation.

INFLATING RESOURCES FOR ERP IMPLEMENTATION
• The implementation time and money always exceeds the promises and stipulated deadline and amount. • This makes companies to lose faith on ERP and ERP vendors. • They think that ERP vendors overplay on the costs and time required but it is not so. • In fact they are aware of it in the very beginning stage itself but have a different reason for concealing. They don't disclose it in the beginning because it would look like exaggerating. • However many people mistake this to be the cause for ERP implementation failure.

EMERGENCIES
• Emergency communication channels in case of failure should be prepared.
• There should be proper maintenance of the system • There should be effective back-up plans in case system failures occur in required coverage areas.

Change Management

Increased customer focus-Delight
Reduced cycle time Competition on costs Quality Assurance is in demand Introduction of new products, that the customer wants

Knowledge management
Knowledge management (KM) comprises a range of strategies and practices used in an organization to identify, create, represent, distribute, and enable adoption of insights and experiences. Such insights and experiences comprise knowledge, either embodied in individuals or embedded in organizations as processes or practices.

Help Desk

Customer service
Support automation

Technical support