| Typical Implementation Problems: Enterprise Packages | | | | internal business processes as it relates to the |
| or ERP Solutions have come a long way and | | | | current infrastructure but have no or only very little |
| progressed over the years. Today it is possible to | | | | SAP experience, it is imperative that these key-user |
| keep track of most transactions in real-time across | | | | learn the SAP functionality before start of the |
| an entire enterprise. | | | | project. |
| SAP is a software package that is highly configurable | | | | Keep in mind that these resources are responsible of |
| and was developed building on Best Business | | | | how a company transacts business in the future. |
| Practices. Implementing SAP will most likely alter | | | | These key-users must learn the functionality and |
| existing business processes for the better, as long as | | | | configuration possibilities in enough detail in order to |
| change is accepted. One of the most difficult issues | | | | make intelligent implementation decisions. Key-users |
| during an SAP implementation is most often the | | | | usually also train employees and act as first level |
| reluctance to change. People become comfortable | | | | support within their area of expertise. |
| with the way things have always been done. To put | | | | There for it is important that the project team is |
| the necessary changes in place a well laid out plan | | | | staffed with the right employees. |
| must be established. | | | | Many companies today feel that they do not have |
| Any ERP implementation has its challenges, which | | | | the internal full-time resources available to participate |
| range from financial over functional to technical issues. | | | | in the system implementation. Companies that are |
| During any implementation, problems can appear at all | | | | already operating on a bare minimum staffing, due to |
| levels of the project. These can be business | | | | downsizing or rightsizing, think that there are just not |
| problems, financial problems, ERP systems | | | | enough people left within a department to support |
| functionality issues as well as conflicts between | | | | the day-to-day business and support a SAP roll-out. |
| project team members. Combined these problems | | | | Here companies have to become creative. It could |
| can make the management of the project a true | | | | mean retrain some of the staff that is not actively |
| nightmare. There for it is important to deal with all | | | | participating in the roll-out project to take over some |
| problems in a timely manner. Procrastination may lead | | | | of the functions a key-user would not be able to |
| to a accumulation of problems, which can make | | | | fulfill during the roll-out project participation. |
| resolution almost impossible without any delays in the | | | | Sometimes it seems those internal resources, that |
| overall project time-frame. | | | | seem to be able to balance the act between their |
| Anyone who has participated in multiple systems | | | | day-to-day work and the SAP roll-out project |
| implementations knows that there is no such thing as | | | | responsibilities will eventually burn themselves out. |
| a typical implementation. Every implementation is | | | | This could be also be a point where careful budget |
| different. Every implementation has its unique risks | | | | planning can come in handy. Options could include |
| and challenges. | | | | retraining existing staff to take on the responsibilities |
| It is important to have a defined project scope. The | | | | of the key-users and additional temporary staff could |
| project scope is necessary to keep the entire | | | | be hired to do some low level work. Using interns to |
| project focused on delivering the implementation with | | | | replace key-users could be another option. |
| its agreed upon functionality. Usually projects start | | | | External resources are usually skilled consultants that |
| with a scope definition based on business | | | | participated already in multiple SAP implementation |
| functionality. Organizations usually put together a | | | | projects and have the technical knowledge on how |
| document specifying its requirements based on its | | | | to customize the SAP System to the specific |
| current business model. This document is used to | | | | requirements. Skilled SAP consultants today come at |
| identify the proper ERP Solution. After selecting the | | | | a premium price. There for the proper management |
| ERP Solution of its choice this document is then used | | | | of SAP resources is even more critical in order to |
| as project scope, meaning the attempt is made to | | | | receive the most "bang for your buck". |
| make the ERP Solution to fit the existing business | | | | External Resource items to consider should be: |
| model. Again, here comes the reluctance to change in | | | | - How many consultants are needed? |
| place. | | | | - What is their implementation experience? |
| For any SAP Project, it is recommended and better | | | | - What is their industry experience? |
| to define the scope by SAP functionality. SAP has | | | | - At what time during the various phases of the |
| been developed using standard business rules. A SAP | | | | project, are which resources needed? |
| implementation may require a change in current | | | | Another important factor to consider would be not |
| business rules in order to adapt easier to SAP and be | | | | trying to do all at once, but rather in Phases. Many |
| able to stay as close as possible to the standard. | | | | projects have failed or were bogged down by trying |
| Staying as close as possible to the standard will allow | | | | to do too much at once. Often, organizations are so |
| also for easier compatibility with future SAP releases | | | | used to, with what they have currently in place that |
| and make any upgrade easier and less costly. Staying | | | | they oversee the fact that some of the current |
| with the standard and following SAP project scope | | | | functionality has grown over time and is not a |
| will help also to avoid ambiguity within the project | | | | drop-dead requirement to operate the business. |
| team in regards to what SAP functionality is within | | | | It is imperative to have a fact-finding session, to |
| the scope and what functionality is out of scope. | | | | determine: "What would be the minimum functionality |
| It may be difficult to manage the scope. During an | | | | that is needed to operate the business and what |
| implementation the implementation team will discover | | | | could be done in a second or third phase?" |
| and learn more about the SAP functionality and the | | | | Change Management experts have also determined |
| business itself, which may make it necessary to | | | | that organizations change more effectively through |
| change the project scope periodically. | | | | multiple cycles of learning (1). |
| Potential Resource and Management Problems during | | | | The biggest problem I have so far encountered |
| an SAP Implementation | | | | during any SAP implementation was the lack of |
| The following categories are all part of the overall | | | | management support. It is imperative that a project |
| project resources: | | | | of this multitude has a sponsor that some sort of |
| - Infrastructure, which entails: Hardware and | | | | influence within the organization. This should usually be |
| software components required to run SAP | | | | an executive team member that has an interest in |
| - Project Teams: The resource "Project Teams", | | | | the success of the project. |
| which may consist of internal and external team | | | | Another important governance of any major SAP |
| members who are participating in the SAP | | | | implementation is the Executive Steering Board. The |
| implementation project. | | | | steering board will have the final saying if significant |
| - Support Personnel: the employees needed to | | | | changes or existing business processes are required |
| support SAP during the implementation and after the | | | | or if business impacting process additions have to be |
| going-live phase. | | | | implemented. |
| Internal resources are usually the so-called key-users | | | | The steering board or project management board |
| that participate in the SAP implementation. A | | | | usually consists of high-level executives, |
| key-user is a employee that is intimately familiar with | | | | representatives of the systems integrator, a quality |
| all business processes and requirements as it pertains | | | | assurance representative and a change management |
| to their job function and/or department. Problems | | | | representative. (2) |
| may arise if such key-user is selected on seniority or | | | | For the SAP Implementation to be a success |
| workload within a department rather than on their | | | | management must understand, support, and |
| individual knowledge and familiarity of the various | | | | eventually direct the new business processes under |
| business processes. Since these key-users know the | | | | SAP. |