group5 enterprise systems us army

8/20/2019 Group5 Enterprise Systems US Army

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U. S. Army ERPImplementation

Prepared By: Group 5• Apoorv Gupta[F018]

•Ankit Jain [F021]

• Shakshi Jaoo[F022]

• Sona! "hu#$handani[F02%]

• Aditya Sin&a' [F05(]

• )i!anshu Sin&ha'[F055]


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Introduction

The modern U.S. Army has its roots in the Continental Army, whichwas formed (14 June 1775 to !"ht the American #e$olutionary %ar(1775&')*efore the U.S. was esta*lished as a country. After the

#e$olutionary %ar, the US Army was formed on June 17'4, tore+lace the dis*anded Continental Army.

n the !scal year -1/, the +ro0ected end stren"th for the #e"ularArmy (USA was 475, soldiers the Army 2ational 3uard (A#23had 4-, soldiers, and the United States Army #eser$e (USA#had 1', soldiers the com*inedcom+onent stren"th of the U.S.Army was 1,15, soldiers.

The mission of US Army is6• reser$in" the +eace and security and defense for US.•Su++ortin" the national +olicies•

m+lementin" the national o*0ecti$es


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BEFORE ERP

•8ar"e num*er of system were used to mana"e le"acy accountin",!nancial and asset mana"ement.

•Customi9ation was $ery di:cult and so o:cials ha$e to manually ma;ere+ort needed in a +articular format

•%hen US Army was at war locations it too; time to mana"e su++lies and+ro$ide with necessary items, addin" a lead time in +ro$idin" arms,*ac;u+s etc

•#e$erse lo"istics functions weren


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CASE BRIEF

• The case tal;s a*out the implementation strategy for @# system in US Army.

• nstitutional B+erational Army

• Mission areas of Institutional Army as designated y BMMP

1. Acuisition-. ?inancial Dana"ement

. Euman #esource Dana"ement

4. nstallation @n$ironment

5. 8o"istics


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CASE BRIEF

• Mission areas of Operational Army as designated y BMMP

1. %ar!"htin"

-. ntelli"ence

. @nter+rise information en$ironment

•. Critical Steps for Success

1. Chan"e Dana"ement

-. 3o$ernance

. erformance Deasurement

4. Customi9ation Con!"uration

5. nterfaces and nte"ration


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C!A""E#$ES

1. Army as an or"ani9ation has a lot of history and tradition and so+eo+le are resistant to chan"e.

-. The Army is faced with a reduced *ud"et and force le$els that ma;eautomation and technolo"y $ital.

. @# reuire sustained leadershi+ *ut army leaders rotate often and soit is im+ortant that all the s+onsors are en"a"ed and understand theim+ortance of @#.

4. Army has *een traditionally F Sto$e +i+edG and so @# im+lementationneeds tradeoH in certain areas

5. Dassi$e @# (enter+rise resource +lannin" software +ro0ects underway at the U.S. Army are in dan"er of missin" crucial deadlines due toinadeuate +lannin" and mana"ement on the +art of o:cials.


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Strategic %ecision

1. The 8o"istics Doderni9ation ro"ram (8D, fully de+loyed in-1, re+laced 5yearold le"acy systems with a sin"le, fullyinte"rated enter+rise solution. 8D users include the followin"6

I The Army Dateriel Command.

I The Communications@lectronics Command.I The A$iation and Dissile Command.I 2ational Daintenance ro"ram users.I The Kefense ?inance and Accountin" Ser$ice.

-. Similar to 8D, 3lo*al Com*at Su++ort SystemArmy (3CSSArmy is an @# solution that com*ines se$eral automatedsustainment information systems into a sin"le, inte"rated, we**ased system. 3CSSArmy will *rin" the same *ene!ts to*ri"ades, *attalions, and com+anies that 8D *rou"ht to thenational le$el.


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Case &uestions


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'(at )ere t(e *ey goals in t(earmy using an ERP system

Common Liew of the ra+idly chan"in" o+erational en$ironment

B+timi9e the Army at the o+erational le$el

@liminate *oundaries *etween Bne Army and Bne enter+rise

Transform the army from endtoend

#a+idly aHect com*at o+erations *y antici+atin" chan"e and

+ro$idin" decisi$e com*at ca+a*ility

Synchroni9e *oundaries *etween nstitutional and B+erationalArmy


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'(at )ere t(e +ey implementationconsiderations related to using an

integrated and transforming t(e culture

,. Sponsors(ip-"eaders(ip• The army has a uniue situations where leaders rotate and an @#

im+lementation can s+an o$er multi+le s+onsors

. Sta+e(older Alignment

• #euires each area to wor; to"ether

/. Cost

• %hen there are cuts to the *ud"et it is the !rst thin" to *e cut

0. Pro1ect "ifecycle

• Transformational Dana"ement needs to *e a +art of the +ro0ect

2. Culture

• Chan"e will *e a challen"e

3. Communication

• A "ood communication +lan must *e +ut into +lace


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!o) )as t(e c(ange managementprocess incorporated into t(e

implementation 4

Army used Blueprinting which is a com+rehensi$e set of +ilots totest +ro+osed chan"e

Com+arin" customi9ation of the software 5-s chan"in" the +rocess

'(at are t(e important points to rememer for smoot(

implementation in army4

• @n"a"ed leadershi+

• Ei"hli"htin" the im+ortance of chan"e mana"ement and thus

0ustifyin" the cost allocation

• nternal s+onsorshi+

• @=cessi$e communication


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%iscuss t(e pros and cons tocustomi6ing t(e ERP system.

Pros7

1. 8e"acy +rocesses can *e restored and will *etter meet the needs of theArmy

-. Statutory and #e"ulatory rules can *e accommodated

. Users will not ha$e ma0or chan"es and ad0ust to the new system morereadily

Cons7

4. U+"radin" to a newer $ersion of the software will *e more time consumin"and e=+ensi$e

5. 2o ad$anta"e of +ro$en industry +ractices

/. ncreased +ro0ect estimate and in$estment di$ersion7. Com+le=ity in inte"ration of standard @# module customi9ed module

'. ncreased de+endency on e=ternal contractors other than the @# $endor

. Customi9ations are not su++orted *y the $endors

1. Customi9ations can cause unseen delays and desta*ili9e the wholesoftware


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*ey 8a+ea)ays

Realistic expectations should *e set a*out the initial+roducti$ity after an @# system has *een im+lemented.

m+ortance of proper communication for o$erthrowin" the a"eold systems

m+ortance of senior leaders getting involved in the +ro0ectfrom the start and communicatin" eHecti$ely and showin" theirfull su++ort for the @# +ro0ect

There should *e in-depth training and +ro+er e=+lanation of

why a +rocess was ha++enin" the way it is ha++enin"

Colla*oration and re$am+in" of the infrastructure on such a lar"escale reuires a lot of pre-planning and e:cient handlin" oftas;s.

Se$eral chan"es in the to+ leadershi+ with $aryin" support has to*e ;e+t in mind and proper timeline should *e set to im+lement


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8!A#* 9OU

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