by Terry H. Floyd

Presentation #059 for HP World . 99

San Francisco

ABSTRACT

Functionality is still the leading criterion for measuring the desirability of a new ERP system but the re-training needed for the implementation of this deep functionality is daunting. Technology is the second most important consideration, but is not sufficient in itself to drive a project as big and serious as migration from a known, presumably working, system to a new one. Only the combination of the two can truly enrich the enterprise.

What attendees will learn:

1. Detailed lists of migration tasks with decision points which trigger selection and understanding of their importance for different enterprises

2. An understanding of the tradeoffs between functionality and technology (with examples from . old. vs. . new. systems)

3. Encouragement to participate in the decision making processes that determine the future of their enterprise

Overview and Introduction

Enterprise Resources, managed with the right processes and software, can be put to their best use for Service and Manufacturing industries when a clear plan has been agreed upon and firm commitment to a long-term strategy is established. Among Hewlett-Packard customers, there are as many solutions as there are enterprises because each opportunity is unique.

Within the framework of implementing a new ERP system, analysis and planning must be focused on near-term functionality and, at the same time, on mid-term technology futures. For those enterprises with legacy systems, or those in transition, migration of their core applications to a client-server/internet architecture is almost a pre-requisite for their long-term plans. Simultaneous with this on-going migration/upgrade, they must select, develop or customize and then interface best-of-breed industry-specific application components to surround that core.

Some enterprises in the Service and Manufacturing areas are better prepared to migrate than others, but where one may be weaker, and another stronger, none have all the pieces of needed infrastructure in perfect place. In short, no one migration strategy works for every enterprise and there are many required steps. Some of the steps can take years, as evidenced by failed MRP and ERP implementations where the structural or cultural changes needed for successful implementation of a new system were too great.

Migration Strategies have different definitions and levels, but can be most broadly classified as . big bang. vs. . phased. . Another comparison of styles describes the aspect of conversion concerning whether to move forward complete, partial, or no history. These two simple decisions can mean months of difference in the time required for completion of a successful project and the happiness of the users with the results. Phased implementations with all history available take longer, but big bang cutover with no historical data available may be gut-wrenching and harm customer service levels.

The many decisions in each particular situation can be made by default or through careful investigation of facts and integration of ideas from all departments and functions within the enterprise. This paper will include lengthy lists of tasks to be performed during migration and the decisions that trigger their importance.

The dichotomy of total functionality vs. . bleeding-edge. technology naturally polarizes the two camps who want both every feature ever dreamed up and robust, proven, crash-proof capabilities that run on the internet with fail-safe security. Let. s face it: the proven systems that always work (like MANMAN on MPE/iX) are mostly character-mode, non-GUI, non-relational, non-object oriented and are difficult to modify and interface to other subsystems. Conversely, the first of the . latest, greatest. internet store-front order entry software didn. t go much beyond part number and quantity. Floyd. s Axiom: Bullet-proofing takes many years and is obsolete by the time it is attained.

Migration Activities Lists:

Planning

           Business Objectives

                       Goals

           Scale of Project

           Costs

                       Budgets

                       Justification

           Schedules

           Expectations

           Scope/Limits

           Motivation

Team Organization

                       Needs/Backgrounds

                       Members

                                   Capabilities

                       Communications

Skills

           Verbal

           Written

           Listening

Methods

Project Marketing/Publicity

People Skills

                       Board/Owner Participation

Reporting Structure

                       Roles

           Goals/Progress Tracking

           Process Documentation

                       Startup

                                   Technical

                                   End User

                       Participation

                       Milestones

                       Change Tracking & Approval Lifecycle

                       Corrective Actions

                                   Needed

                                   Taken/Finished/Integrated

           Understand Existing System?

           Training/Education Assessment

           Phased or Big Bang?

           Work Breakdown

Segmenting

Grouping

           Data: All/Some History or Active only?

Module Mapping

           Module Implementation Order

           Performance Simulations

           Backup Strategies/Availability

           Field Mapping

                       Fit

                       Gap

           Output Needs

                       Reporting

                       Distribution

                       Access/Storage/Retention

           Conversion Methods

                       Tools

                       Structures/Formats

           Interfaces

                       Temporary

                       Permanent

           Test Plans

>                       Methods

                       Monitoring

           Detail Cutover Plans

           Security/Access

           Review

Assignment

           Leadership

           Ownership

                       Responsibilities

           Negotiations

           Agreements/Contracts

           Quality

                       Performance Metrics/Specifications

                       Defect/Compliance Notification

Shutdown/Stop Work

                       Improvement/Change Tracking

                       Decisions/Authority

                                   Delay/Reschedule

                                   Cutover

           Functional

           Technical

           Modeling

                       Prototypes

                       Structured Walkthrough

                       Simplicity/Ease of use

Documentation

                       Change Control

           Forms

                       Input

                       Spreadsheets

                       Laser

                       Pre-printed

           Training

           Testing

                       Results

                       Continuous Feedback

           Module Mapping

           Module Implementation Order

           Field Mapping

           Programming

           Audit

           Review

Actions

           Planning

           Assignment

           Brainstorming

           Review/Update Planning Documentation

           Installation

                       Platforms

>                                   Hardware and Wiring

                                   Operating Systems & Infrastructure

                                   Database

                                   Applications

                                   Utilities

                       Phases

                                   Timing

                                   Ramping

           Training

           Develop Processes/Procedures

           Build Environment

                       Production

                       Test

           Monitor Quality

           Meetings

                       Regular

                       Special

           Populate Fields

                       Simulate Conversion

                       Manual Setup

           Assess Project Schedule Conformance

           Develop Monthly, Quarterly, Annual Closing Procedures

           Test Processes

           Validate Data

           Develop Scripts, Batch Jobs

           Train End Users

           Customize

           Document

           Test Conversions

           Focus Group Reviews

           Checkoff approval

           Finalize Procedural Documentation

           Decide to Switchover

           Synchronize

           Live Switch/Cutover

           Integrate

                       Other Subsystems

                       EDI

           Support

           Audit

           Review

           Iterate next modules

           Improve

SUMMARY

Functionality is still the leading criterion for measuring the desirability of a new system but the re-training needed for the implementation of this deep functionality is daunting. Technology is the second most important consideration, but is not sufficient in itself to drive a project as big and serious as migration from a known, presumably working, system to a new one. Only the combination of the two can truly enrich the enterprise.

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