1. Traditional Method
Normally when the decision for a particular ERP system has to be made, a rough plan of procedure already exists It now has to be refined and worked out in concrete terms: Dates, budgets, project team composition, task packages and responsibilities are best written down.
Now comes the “As is analysis” of the business processes and the target definition for the collaborative ERP project. The adopted specifications serve as a template. Your ERP manager now gets to know your workflows in detail and works with your team in a common language.
After the “As is analysis”, the processes are “translated” into the standard of the selected ERP system and, if necessary, workflows and / or data quality are meaningfully optimized.
Parallel to the defined work packages from step 3, the vendor begins with the installation of a test environment on the server and the implementation of the individual subsections. Data is prepared for migration, forms and interfaces are customized, software extensions are programmed, and users and roles are set up.
Once the first areas in the new ERP system are ready for launch, the project team is trained by the software vendor, after which the project team organizes department-specific training for the end users in the company.
Extensive tests take place before the Go Live. Real company data is imported into the test environment and all relevant business processes and functions are simulated.
Even after such extensive tests, experience has shown that there is still room for improvement after the go live under full load. Functional gaps or malfunctions are remedied by the vendor, only after that does the final acceptance take place.
With the introduction method “Global Implementation Method” (GIM), which has proven its worth since 1999, abas ERP guarantees consistent quality all over the world. To ensure the highest level of security and ROI during the introduction of abas ERP, we have developed a worldwide ERP implementation methodology over 40 years of project experience. Your ERP introduction related goals are at the heart of this 7-step approach. GIM makes it possible to achieve these goals in line with your available resources and within the given budget and time frame. Even with international projects, you can be sure that this ERP implementation methodology will apply to all your locations. In addition, a holistic project organization ensures the holistic aspect of a multi-site project. Goals, communication and action are synchronized and coordinated around the globe.
2. The Turnkey Method
The second methodology is the Turnkey methodology because it is clearly a vendor-led method. This methodology uses the following phases:
- Planning: The activities are the same in this phase as the traditional methodology, with the vendor consultant taking a bigger role in the construction of the plan. Also, the vendor project manager is planning the vendor consultants’ time since they are involved full-time in the next four phases of the project.
- Discovery/Setup/Configuration: Here we see the major difference between the two methodologies. In this phase, the vendor consultants review the current process, design/configure/setup new processes, and perform an initial test with minimal involvement of the customer team. The customer implementation team is only involved in discovery by providing input on current processes. In essence, the vendor team is providing a “turnkey” approach to system design and the setup of the new system.
- Prototype Review/Education: In this phase, the vendor team delivers the new system to the customer implementation team and begins to educate the customer team through prototype demonstration workshops. In these reviews, the customer team is getting educated on the new system and the capabilities of the product. The vendor team identifies issues and adjusts the new system as needed. At the end of this phase, the customer team accepts the design of the new system.
- Conference Room Pilot: In this phase, the vendor team leads the customer team through several phases of a conference room pilot (CRP). The last CRP becomes a simulated “go-live”. When this CRP is completed, the customer team accepts the new system and is ready to go live.
- Cutover Activities: The implementation team plans the cutover process, and trains the rest of the end-users on the new system. The implementation team performs the training and the vendor consultants support the team.
- Go-Live Support: The implementation team supports the end-user in the use of the new system. The implementation team provides real-time support. The vendor consultants are also on-site during the first month to support the quick resolution of new problems as they arise.
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