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Directing the ERP Implementation By Michael W. Pelphrey

Directing the ERP Implementation by Michael W. Pelphrey

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Directing the ERP Implementation Summary

Directing the ERP Implementation: A Best Practice Guide to Avoiding Program Failure Traps While Tuning System Performance by Michael W. Pelphrey

Although many books outline approaches for successful ERP implementations, the data shows that most ERP efforts yield minimal return on investment (ROI), with most projects failing. Directing the ERP Implementation: A Best Practice Guide to Avoiding Program Failure Traps While Tuning System Performance supplies best practices along with a proven roadmap for improving the odds of system implementation success.

By adhering to the time-tested framework outlined in the book, your organization will be able to commit to the precepts and practices that lead to successful implementations. Supplying an innovative and fast-track, yet comprehensive, approach to ERP implementation success, the book provides practical guidance to help executive leadership do the right things along the ERP journey.

  • Explains how to engineer a project plan, generate requirements, and obtain a results-oriented commitment
  • Details the practical deployment framework essential for success and includes a variety of tools to position an organization for success
  • Describes how to ensure proactive involvement by the project team, executive sponsors, stakeholders, and working-level systems champions

Highlighting the essential planning ingredients that are frequently omitted from ERP implementation start-ups, the book provides readers with the planning framework and proven foundational methods and principles to ensure smooth planning and systems deployment, product quality, and maximum ROI.

The book covers everything from software selection and integration to common snags, traps, and black holes. Best practice tool sets include proven methods such as information workmanship standard, which defines quality; conference room piloting, which assists in matching teams to objectives seamlessly; education, training, and implementation framework, which addresses preparing the operating production environment; and project monitoring and deployment, covering project and risk management.

About Michael W. Pelphrey

Michael W. Pelphrey obtained his BA in business administration from California State University, Fullerton, California, and his MS in finance from West Coast University, Los Angeles, California. He has over 30 years of experience with a broad and varied background in the ERP marketplace. Not only has he been a user of ERP solutions, but he was also a director of technical and business consultants at Comserv, a leading ERP software company located in Stuart, Florida; an ERP project manager; an ERP business architect; and a partner at BDO Seidman, an accounting and consulting practice. Functionally, he was the president/CEO of a mid-market just-in-time manufacturing firm with nine divisions spread across the United States. Throughout his career, he has supported, in varying degrees, over 300 ERP projects for Fortune 500 companies as well as mid-market and small businesses. As an executive and business architect, he was highly successful at driving dynamic gains in revenue and profit and market share in small to Fortune 500 arenas. As an expert in IT Program Management, he focused upon cost/schedule deliverables, customer service, and collaborative team proficiency. In addition, he was awarded IT Employee of the Year for Operational Performance (Fortune 100 Company). He has been a frequent article contributor and speaker at the American Production and Inventory Control Society, the American Society for Quality Control, and the Society of Manufacturing Engineers.

Table of Contents

PLANNING AND PREPARING FOR ENTERPRISE RESOURCE PLANNING SUCCESS

Creating a Project Plan
Planning Roadmap of Deliverables
High-Level Acceptance Criteria (Accept1)
End-Point System Expected Results (ToBeResult2)
Rules of Engagement (RulesOfEngage3)
Risk Management Plan (RiskMgmt4)
Quality Assurance Plan (QA5)
Requirements Management Plan (RqmtsMgmt6)
Configuration Management Plan (CM7)
Training Plan (TrainingPln8)
Collaboration Coordination Plan (CollabCoord9)
Project Health Reporting Plan (ProjHealth10)
User/System Documentation Plan (UserDoc11)
Knowledge Transfer Plan (KT12)
Communication Plan (Comm13)
Plan for Reviews (Toll Gates) and Walkthroughs (TollGate14)
Contractor Agreement Management Plan (CAM15)
Test Strategy (Testing16)
Business Information Assurance Plans (BIA17)
Information Systems Continuity Plan
Fault-Tolerant Plan
Software Implementation Strategy (SWImple18)
SoW-Managing Expectations through Project Life Cycle
Managing Change
Risk Management
Risk Management Strategy
Sample Risk Management Log, Mitigation Plan, Contingency Plan, and Risk Action Plan

Requirements Generation
Requirements Source
Requirements Generation Life Cycle
Attributes of Requirements
Process Engineering
Traceability Matrix
Requirements Documentation
A Final Comment about Requirements Generation

Senior Leadership Collaboration Workshop
Rules of Engagement
Project Rules of Engagement
High-Level Review of Requirements
Visionary Functionality
Projected Future Variance
Cost-of-Change Analysis
Triggers, Drill-Downs, and Simulations/Projections
Align Requirements Traceability to Committed Expected Results and Assign Accountability and Timetable for Achieving Results
Agree upon Measurement Scorecard

SECTION I WRAP-UP

SECTION II FOUNDATIONAL PRINCIPLES, TOOLS, AND STANDARDS

The Information Workmanship Standard
Definition of an IWS
Criteria for an IWS
Performance Measurements for Transactions, Documents, and Files
Job Functions Require an IWS
Documents
Return-to-Vendor Credit Document
RTV Credit Document Certification
Data Accuracy
End-to-End Process
Performance Goals and Objectives
Performance Accountability
Managing Performance Expectations
Certification
Systems Champions
Conclusion

The Conference Room Pilot
Definition of a CRP
Test Data Elements and Their Relationships
Educate and Train Users
Validate Policies
Test User Operating Procedures
Test Issue Resolutions
Alternative 1 Danger: Change the Current Operating System
Alternative 2 Danger: Change the Proposed System
Alternative 3 Danger: Defer Capability to a Later Implementation Phase
Try Something New Out for the First Time
Structuring the CRP
Deliverables Resulting from an Effective CRP
Statements of Issue Resolution
Functional Specification Input Document
Validation of Policies and Procedures
Software Application Certification
Enhancement Shakedown
Training prior to Cutover
General Points of Awareness
Conclusion

Education, Training, and Implementation Framework
Structuring an Education and Training Program
Perspective
Commitment
Setting Goals
Achieving Quality Education
Planning for New ERP System Education
The Field
The What
How
Timing
Location
Achieving Overall Program Efficiency
The Education Coordinator
Selecting Instructors
Preparing Instructors
Preparing Students
Debriefing and Student Evaluation
Course Preparation
Instructional Methods
Lecture
Demonstration
Discussions
Independent Study
Lesson
Ongoing Education
Implementation Framework
Overview
Project Planning and Control
Project Budget
Education Plan
Implementation Audits
Implementation Success Factors
Implementation Plan

SECTION II WRAP-UP

SECTION III PROJECT MONITORING AND DEPLOYMENT

Project Management
Visionary
Innovative
Flexible
Ingenuity
Agile
Exceptional Throughput
Nimble
Project Framework
Project Plan
Documenting AS IS
Project Schedule

Process Performance Management
Definition of Process Performance Management
Criteria for PPM
Job Functions Require a PPM
Data Accountability
Data Accuracy
Best Process Characteristics
Performance Goals and Objectives
Performance Measurements for Optimal In-the-Trenches Results
Performance Accountability
Managing Performance Expectations
Process Performance Measurement
Retooling Information Resource Management
Organizational Perspective
Parochial Performance Objectives
A Better Perspective-Value Streaming
Activities That Do Not Add Value and Lengthen the Process Time
Activities That Do Not Add Value but Perform Control Reviews
Activities That Add Value and Are Essential to Ensure Timely Customer Fulfillment
Refining, Streamlining, and Reducing Cycle Time
Refinement
Streamlining
Reduced Cycle Time
The Vision of the Business Process
Dreaming a Bit
Bringing Down the Job Description Walls
How Can a Radical Visionary Begin the Process?
Piloting Change
Hierarchical Structures
Productivity Incentive
Performance Measurements
Future Orientation
Lack of Leadership
Waste Management
Intellectual Energy Conservation
Agility Deployment
Developing Action Plans That Deliver Effective and Orderly Change
Prioritizing
Attributes of Effective Action Plans
Ownership
Flexibility
Simplicity
Service
Responsiveness
Cost
Emerging Natural Work Teams
Natural Work Teams
Consultive Review of Process (Independent Observation)
Consultation with Natural Work Team Downstream Nested Internal Customer
Daily Consultation with Internal Customer Users
Debrief with Functional Systems Champion
Process-Based Performance Measurements
Process-Based Performance Management
Performance-Based Compensation
Committing to the Journey

Snags, Traps, and Black Holes
Software
Strategic Concerns
Modifications
Interfaces and Integrations
Customizations
Hardware
Business Interruption
Backup and Recovery
Storage
History Retention
Database
Database Sizing and Space Allocation
Performance Benchmarking and Tuning
Business Process
The Big Package Deal
Lack of Ownership
Cross-Functional, Matrix Management, and Stalls
Managing Third-Party Relations and SoW
Portfolio Management
Project Management
ERP Performance Management
Timely Decision Management
Data Accuracy
Resource Commitment Breaches
ERP for the First Time
Miscellaneous
CSFs while Approaching GO LIVE
Stabilization
System Tuning
ROI Tracking

Conclusion
Appendix of Terms
Term Definition

SECTION III WRAP-UP

Appendix A (Chapter 1)
Communication Plan
Communication Strategy
Purpose
Objectives
Format
Communication Principles
Sample Risk Management Log, Mitigation Strategy, and Contingency Plan
Sample Risk Action Plan

Appendix B (Chapter 4)
Sample Job Function Information Workmanship Standard
Receiving Associate
Background
Information Workmanship Standard
Receiving Memo
Material Transfer (Dock-to-Stock)
RTV Shipping Document (RTV Credit)
Receipts-in-Process Locator
General Accuracy Guideline
Departmental Certification
Recertification
Sample Department IWS
Material Management Department
Background
Information Workmanship Standard
Certification
Sample IWS Written Exam

Appendix C (Chapter 5)
Sample Education and Training Matrices
Organizational Function versus Business Process Matrix
Individual by Transaction/Feature Matrix
Transaction/Feature by Session Matrix
Example of a Conference Room Pilot
Overview
Session Deliverables
CBS Conference Room Pilot Guidelines
CBS CRP Scenarios

Appendix D (Chapter 6)
Education Matrix Forms
Organizational Function versus Business Process Matrix
Procedures Training and Education Planning Matrices
Developing Objectives and System Measures
Cutover Checklist for a Formal ERP System
Start-Up Final Checklist
ERP Implementation Guide
Introduction
Overview of a Successful ERP Project
General Considerations for Systems Design
Maximize the Benefits from Using the Checklist
Module Checklist
Item and Product Structure
Inventory
Forms
Purchasing
Sales Order Entry
Master Scheduling
Work Orders
Work Center/Router
Material Requirements Planning
Cost Accounting
Outside Processing
Purchase Requisition
Vendor Supplied Material
Tooling Control
Product Change/New Product
Example of a Module Checklist
Blank Module Checklist Form
Sample Questions Asked When Reviewing Operational Documents for Procedural Impact
Questions for Review When Formalizing a Cost Accounting System

Appendix E (Chapter 7)
Project Core Team Members' Roles and Responsibility Matrix (RACI)
Sample High-Level Project Schedule
Sample Requirements Tracking
Completed by Phase
Completed by Team
Sample Integrated Data Environment Report Diagram
Sample Data Mapping Form
Sample Milestone Progress Report

Appendix F (Chapter 9)
Overarching Goal of Project Success

Index

Additional information

NPB9781482248418
9781482248418
1482248417
Directing the ERP Implementation: A Best Practice Guide to Avoiding Program Failure Traps While Tuning System Performance by Michael W. Pelphrey
New
Hardback
Apple Academic Press Inc.
20150327
380
N/A
Book picture is for illustrative purposes only, actual binding, cover or edition may vary.
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