ERP Project Management

PrimerQuick reference guide to best practice templates and tips to jumpstart your ERP projects

(Enterprise Resource Planning)

Suresh Gopalakrishnansgk_00@yahoo.com

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IntroductionThis document will help jumpstart projects and keep

a good control over its life cycle with best practice templates and tips

It is divided into four sections – Initiation/Planning, Execution/Control, System deployment, and Post-Production/Transition

All critical activities are listed in the sequence it will occur during a project lifecycle

Screenshot of all critical deliverable templates are in backup slide section

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Not matter how much we plan this often happens..

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Project Life Cycle Activities & Milestones

Initiation /Planning Phase Execution and Control(Design & System Configuration)

RequirementsMapping

BR.035

System Deployment

SolutionDesign

BR.010

Technical Deliverables

Develop Solution, Data Conversion

and Validation

WTP; Requirements Validation & Mapping

Complete

CRP CompleteSolution Design Complete

Functional Deliverables

User Acceptance Complete

Roles & Responsibilities Production Cut Over Plan

CUTOVERGO-LIVEMilestones

CRP2/SIT

UAT

Technical Specs for Extension, Interfaces & Reports

MD.070

ApplicationSetup and

Configuration

BR.100

Train-The-TrainerEnd User Training

WTP

CRP1

Functional Specs for Extension, Interfaces & Reports

MD.050

TestScripts /

Sand-Box creation

CRP2/SIT Complete

Cutover Approach Document

Conversion Plan

CV.010

Instance Strategy Document

Conversion Mapping

CV.055 (Or templates used)

Setups/Data conversion/

Code migration to PROD

GO LIVE

MGL

WTP – Workshop Test Pilot / CRP – Conference Room Pilot / SIT- System Integration Test / UAT - User Acceptance Test / MGL - Mock Go Live

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Initiation/Planning PhasePrepare project management plan. Ensure it includes

Clear list of deliverables RACI chart (Responsible/Accountable/Consult/Inform)

Prepare detailed MS Project Plan – with base line and share with the teamEnsure each task in the plan has a clearly identified

deliverableFor functional resources use 35 hr work week – keep 5 hrs

for meetings, SR (Service Request) related work etc.Discuss with client and establish communication plan

(Status calls, Status update emails etc..) Get agreement on using deliverable status log for

signoff (to monitor the time taken to get approvals)

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Initiation/Planning Phase contd..Discuss with client and come to an agreement on

steering committee participants and presentation contents/format

Recommend using benefit map (or something similar) to help control scope (Note: Based on a PMI survey, every month 2-3% new requirement is added)

Discuss with the team and prepare an instance plan Discuss with the team and prepare list of risksSchedule 1-1 with each team member at a minimum

once in two weeksPrepare clear roles and responsibilities and discuss

with each team member individually

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Initiation/Planning Phase contd..Recommend using an issue tracking system that has

audit trail feature – Will help track time taken between status changes (ability to improve later)For e.g. Bugzilla

Discuss the usage of user survey tool to measure the risk

Start maintaining RAAIO log (Risks, Assumptions, Action Items, Issues, Out of

scope) Key decision log

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Define Phase contd..Why Key Decision Log?Below email is from a real project

Decision was taken during project start in Jul/2008Email is dated Feb.2011

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Initiation/Planning Phase contd..

Conduct kick off meeting. It should include a minimumChange management process“Change Requests” are often seen by business as a “miss”

from their side and could become offensiveWork with client manager to send a positive message

How are we drawing line between ‘In Scope’ and ‘Out of Scope’?

Clear project objective (or Benefit Map)Test scenario expectation from businessDocument review process and expected turnaround time

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Initiation/Planning Phase contd..Conduct kick off meeting (Contd..)

Major milestone, deliverables, timelineRACI chart (Responsible/Assist/Consult/Inform)Risks/Issues/Assumptions/ConstraintsCRP/UAT Entrance/Exit criteriaAgree on a document approval timeline (sample below)

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Initiation/Planning Phase contd..Show the interdependency and emphasize criticality

of getting sign off on documents on-time

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Initiation/Planning Phase contd..

Discuss and come to an agreement with the client on: ‘Ballpark’ work estimates will NOT be given based on high

level requirementAlternately, define slab based estimate to indicate variance.

For e.g. Class100/50/10: Class 50 means ballpark estimate can be plus or minus

50% after functional document is signed off This approach is better than giving an estimate with

assumptions. Assumptions are always forgottenWork estimate for each requirement (unless planned

together) will be presented as an independent project – it should include time to write documents, testing, re-testing etc

Use Oracle AIM MD020 or other tools for estimation

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Initiation/Planning Phase contd..Prepare initial version of project cost/revenue

trackingEnsure business users have started preparing test

scenarios/cases (Both within a track and cross-track)Get time commitment from business on various

activities like document review, testing etc.Ensure “As-Is” process diagrams are mapped to “To-

Be” – Samples in next 4 slidesAlways remember the quote from Abraham Lincoln:

“If I had six hours to chop down a tree, I’d spend the first four hour sharpening the ax”

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AS-IS Diagram – (Monthly Train Schedule)Part 1 of 2

A

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AS-IS Diagram – (Monthly Train Schedule)Part 2 of 2

A

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TO-BE Diagram – (Monthly Train Schedule)Part 1 of 2

A

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TO-BE Diagram – (Monthly Train Schedule)Part 2 of 2

A

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Initiation/Planning Phase contd..Critical Path 101

Critical path is tasks B-C-F-GAny delay will push the project dates out

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Initiation/Planning Phase contd..Critical path with variability

Adding mean estimates 21 daysAdding worst case 32 days

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Initiation/Planning Phase contd..Randomness

If our estimate is close to the mean then there is equal chance of being late as of being early

Pretty much zero chance of ending on time!!

50% of the time we will

be early

50% of the time we will

be late

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Initiation/Planning Phase contd..Randomness on critical path

Situation when early completion is not possibleOnly chance is being late

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Initiation/Planning Phase contd..How do we reduce variability?

Add buffer to each taskBut this doesn’t work due to “student syndrome” and/or

“let’s make sure” approach

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Initiation/Planning Phase contd..Approach 1

Early finish never propagates, but late finish surely will !!

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Initiation/Planning Phase contd..Approach 2 – Include design assumptions

RICEW* LIST

*Reports, Interfaces, Conversion, Extension, Workflows

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Project Deliverable - Initiation/Planning Phase

Solution Related Deliverables Project Management Related Deliverables

Requirements Definition Assessment Workshops

To be business process flow (new or mapped on “As-Is” flow) Project management plan

Workshop Findings, recommendations Workshop Agendas and Materials

Initial Requirements Mapping / Gap Documents (BR035) MS Project Management plan

Communication plan

Steering committee participants and presentation format

Solution Design and Functional Specification Finalized Gap Document (BR035) Overall benefit map for the project

(Optional)

Initial Oracle To-Be Process Flow (Future Process Document-BR010) Initial risk log

Data Migration Strategy and Conversion Plan (CV055 Conversion Data) Setup/Initiate issue tracking system

Instance Strategy Document Team member roles/responsibilities

Integration Strategy (TA.040) RAAIO Log

Initial Functional Specifications (MD050) On-boarding documentKey decision logProject finance tracking (Monthly)

RICEW List/Estimation Matrix

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Execution and Control PhaseAfter requirement session use prioritization

worksheetUse Object Tracking Tool for maintaining deliverable

statusDevelopment should not be started unless business

provides test scenariosPrepare entrance/exit criteria for each test cycles

Issue disposition during test cycles Defect / Training log / Parking lot

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Execution and Control Phase contd.Ensure risk log is updated on a weekly basisDo not use % completion field in MS Project Plan.

Instead use actual work and remaining duration fieldsEarned value is calculated accurately with actual/remaining

workStart preparing training plan and contentUse Change Request and Log for new requirementsStart preparing methods to tie up converted data

between source and target systemsFew critical concepts in next few slides

Customer should always give the exact requirement – is it true?

Customer perspective of the system

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Conflicting Approaches

Scene 2

Scene 1

ConsultantConsultant

ClientClient

Both Scene 1 and 2 alone will not workBest practice is to take a blended approach

Customer tells exactly what is needed and the shopkeeper delivers it

Customer tells the “symptoms” and the doctor diagnose the issue and prescribes a medicine

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Customer Perspective - Example

Claim is not yet assigned to a rep yet

DAY

3

You have a pain in the neck. Friend helps you to get medicine. Claim rep had left a v/mail on your home phone

DAY

4

You are in a car accident. Called the company. Company want you to call the agent. You call the agent and could only reach voice mail

DAY

1

Able to reach the agent. Someone from claim office will call you

DAY

2

Insurance company#1

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Customer Perspective - Example

It is a Sunday

DAY

7

Call from second claim rep who handles medical issues

DAY

8

You get connected to claim rep. But he handles only auto claim, not medical issues.

DAY

5

Car is taken to a mechanic and received a rental car. Neck is still hurting

DAY

6

Insurance company#1 – Contd..

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Customer Perspective - ExampleInsurance company#1 – Contd..

All calls should be reported through agents

SUCCESS# 2

SUCCESS# 1

SUCCESS# 3

SUCCESS# 4

Assignment must occur within one business day of being reported by the agent

Claim rep should contact the customer within one business day

Claim should be assigned based on specialty (auto/medical)

100% SUCCESS IN

CLAIM HANDLING

But customer is already looking for another insurance. Key take away is system thinking vs. silo thinking

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Customer Perspective - ExampleInsurance company# 2

You are in a car accident. Called the company. Claim rep called in 10 minutes and arrived at scene in another 10 minutes.

Rep arranged an appointment with doctor next day Rental car arrived in next 30 minutes Tow truck arrived in 30 minutes and took the car End of 1 hr all issues have been taken care!!

DAY

1

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Project Deliverable – Execution and Control Phase

Solution Related Deliverables Project Management Related Deliverables

CRP I Data Conversion Templates (CV.060) Validate entrance criteria for CRP I

Deliverable status log (End of each test cycle)

CRP I Configuration Documents (Set-Up Document BR100).

Initial survey using Value at risk assessment tool (Optional)

Final Functional Specifications (MD050) CRP I Test Results and document findings and issues

Business flow scenarios based on the solution design given in the signed BR010 document

MS Project Plan updates (Weekly)

Test data setup Change Request and Log as needed

First version for Configuration Documents for each functional project track (BR100 Set up document)

Validate exit criteria for CRP I and get sign off from business

Updated Business Test Scenarios

Final Oracle To-Be Process Flow BR010 (Solution Design Doc)

MD050 for all RICEW components

Work estimation (Oracle AIM - MD020)

Begin MD070 preparation Begin development of RICEW components

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Project Deliverable – Execution and Control Phase

Solution Related Deliverables Project Management Related Deliverables

CRP2/System Integration Test Configured SIT Instance Validate entrance criteria for CRP II/SIT

Finalize technical specification (MD070) for R.I.C.E Start preparing training plan

Load validate converted data CRP II Test Results and document findings and issues

Updated version for Configuration Documents for each functional project track (BR100 Set up document)

Validate exit criteria for CRP II and get sign off from business

Updated Business Test Scenarios (if needed)

Complete documentation for technical specification (MD070)

Rework of RICEW components as needed

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System Deployment PhasePrepare project readiness checklist and cutover plan

before final UATPlan for an intranet website to publish hr to hr status of the

cutover process so that the organization can view progressDocument contingency plan (for e.g. how to ship materials

manually if the system crashes on go live day)Ensure mock cutover activities are performed to

perfect the timing Include month end financial close

Always plan for a mock go live before go live – copy gold instance with full data and setups

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System Deployment PhaseEnsure at least one day of testing in UAT is performed

with all automated programs scheduled as in production along with other manual transactional activitiesMany issues during first week of go live attributes to one

program stepping on another when they were launched simultaneously

During test cycles programs are launched manually and hence the chances of 2 or more programs running simultaneously are pretty low

Ensure business users are 100% trained on the system and they drive the UAT testing

Last but not the least, drink plenty of water during cutover and go live week

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Project Deliverable – System Deployment Phase

Solution Related Deliverables Project Management Related Deliverables

UAT Configured UAT Instance with converted data and custom objects installed Validate entrance criteria for UAT

Train Client super users (trainers) Complete findings for UAT Test Results Document

Complete final version for Configuration Documents (Set-Up Document BR100) Finalize cutover plan

Lead the creation and execution of the Cut-Over plan

Prepare and publish project readiness checklist

Get cutover status intranet website ready (optional)

End User Training Training Materials Validate exit criteria for UAT and get sign off from business

Train the Trainer program execution

Execute final end user training

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Post Production/Transition

Prepare “PM.010 Transition Strategy” and/or “PM.030 Transition And Contingency Plan” (Oracle AIM)Make it clear how client team will acquire knowledge and what

documents will be provided as a part of knowledge transferEnsure tier 1 support is provided by project team during first 3-4

weeks Prepare lessons learned with input from client business

and IT Prepare project completion report Establish a workflow for issue resolution (see samples in

next 2 slides)

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Issue resolution workflow – Sample 1

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Issue resolution workflow – Sample 2

Having an issue tracking software

(like Remedy) helps track these

lead times

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End goal is to avoid the below

B C

AWhen A = B, but B not=C, we have defect When A not = B we have change request

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…and certainly this !

Backup Slides

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Project Plan

If milestone is due within 3 days and the progress >= 80% then status = Yellow

If milestone is due within 3 days and the progress < 80% then status = Red

For tasks If today (date) is past the start date of the task and progress is reported < (days since start/duration) then Yellow to indicate a task with insufficient progress.

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Instance Plan

Zero slack. Any delay will push the timeline. Only alternate plan is to run UAT in CRP3 instance

Mock Go Live – Final test before

cutover

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Instance Plan

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Status Dashboard

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Sample Benefit Map

Complete Project or part of a project

Desired Result of the

program

Outcome

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Risk Log

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RACI Chart

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Requirement Prioritization

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Deliverable Status Log

Advance notice to indicate when a

document will be sent for review

Keeps track of # of days taken for

review and approval

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Key Decision Log

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Test Script Within a Track (Summary)

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Test Script Within a Track (Detail)

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Cross Track Test Script

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Project Readiness Scorecard

Green when High Priority Issue=0 and

medium issue < 5Yellow when

High > 0 but < 3 and medium >5 and < 10

Red when High >3

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Cutover Plan (Hr by Hr)

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Contingency Plan Template

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THANK YOU

Thank you for inputs:- Ramesh Doraiswamy (rdoraiswamy@gmail.com)