managing an erp systems project: one universitys success story mary nell donoho associate vice...
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Managing An ERP Systems Project: One University’s Success Story
Mary Nell DonohoAssociate Vice Chancellor, Information
TechnologyUniversity of Arkansas for Medical Sciences
Copyright Information Copyright Mary Nell Donoho, 2002. This
work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author.
Tell Me What Implementing an ERP is Like?
What the Consultants Say…
What the Consultants Know…
Turf WarTurf War
DenialDenial
DoubtDoubtRealizationRealization
BurnoutBurnout
SacrificeSacrifice
RevisionRevisionDisputeDispute
DepartureDeparture
DeviationDeviation
DisillusionDisillusion
The Trough of Disillusionment It’s too hard to use… It doesn’t do what I need… The data is wrong… Everyone can see my data… Why do I have to… When can we implement “X”… I told you so…
Project Manager
Leaps tall buildings effortlessly Catches bullets mid-air Stops speeding locomotives Has nerves of steel Has a backbone of steel Possesses the “Can-Do” spirit Is a Master of Compromise Fixes cuts, scrapes and bruises with a smile
Users: It Can’t Be Done! Too little money Too few people Too little time Too many other priorities Too much resistance Yada, Yada, Yada! Yes, it can!!! And, we proved it!
University of Arkansas for Medical Sciences
Mission: Education, Research and Healthcare Delivery
Location and Service Area Size and Diversity Cultural Background
Project Mercury
Project Mercury was a strategic business initiative to replace financial and administrative systems at UAMS.
The selected software is SAP.
Our implementation partner was Plaut Consulting.
What Did We Implement? SAP R/3 version 4.6b Modules
Accounts Payable Accounts Receivable General LedgerFunds Management Controlling Project SystemsTravel Management Payroll Assets ManagementPersonnel Administration Time & Leave Management Training & EventsRecruitment Organization Management BenefitsProcurement Invoice Verification Inventory Management
Major InterfacesHBOC Patient Billing HBOC Decision SupportKronos AASIS
Project Mercury’s Charge
Replace all legacy information systems
Reengineer all business processes
Distribute access to data and systems
campus wide
Achieve system maintenance economy
Keep it simple!
Project Mercury’s Challenges Design systems/processes by campus wide
consensus Wholesale redesign of chart of accounts Implement 18 major pieces of functionality Dedicated full-time project team of only 25
including no business experts No backfill of positions No paid overtime 11 months to implement it all $8.5 million project budget funded by
program budget assessments
What Was the Outcome? All in-scope functionality was implemented
big bang without significant business interruption
The project was completed on time and under budget
The project team had a 95%+ retention rate Provided 9,083 hours of hands on training to
905 students in 3 months Deployed 1,100 licenses in 7 locations
throughout Arkansas
We must have done something right?!!!?
How Did We Do It? Understood our mission and held tightly to it Aggressively managed scope creep Emphasized the need for communications
and cultural change Developed a solid plan and managed it tightly Built an understanding of project importance
and a sense of team Assigned responsibilities and held people
accountable Looked for and found creative solutions
Manage To Achieve Your Mission
During product and partner selection
During work planning
During implementation
During go live
During planning for subsequent
phases
Project Mercury Organization
R F P C om m itteeE va lu a tion C o m m itteeS ite V isit T e am
S e le ctio n Te a m s
P o licy T a sk F o rcesD o cum e nta tion T ea m s
C o re T e am
F in a n c ia lH u m anR e so u rcesM a te ria lsT e ch n ica l
B lu e prin tingT e a m s
F in a n c ia lH u m anR e so u rcesM a te ria lsT e ch n ica l
C o n fig u ra tionT e a m s
F in a n c ia lH u m anR e so u rcesM a te ria lsT e ch n ica l
Im p le m e n ta tionP a rtn er
P ro je ct M an a g er
S te erin g C o m m ittee
E xe cu tive S p on sor
Manage Scope Creep
Be thorough in defining initial
scope
Define and use a strong scope
change process
Management support is critical
Manage Communications
Develop a policy Develop a protocol Develop appropriate forums Manage the message Timing is everything You can’t communicate too much
Project Mercury’s Communications Plan
O perational Issues
O rganizational Issues
Line Managem ent
Divisional Managem ent
Steering Com m ittee
Policy Issues
Scope/Budget Issues
Im pact Assessments
Planning Options
Strategic Groups
Cam pus M anagem ent
Project Sponsor
M anagem entCom m unications
Progress Updates
W eb Page
Public Announcem ents
Forum s
Reports
Planning Messages
Brochures
Project Activities
New sletters
Topic Specific
Sponsor Letters
Publications
Process Design
Preview s
System Usage
Process Managem ent
Training
Events
Business Risk Issues
Cultural Issues
G eneral Population
Constituency G roups
Change Agent Netw ork
Change Mgm t. Team
Change M anagem entCom m unications
Project Team
Communication Type Delivery Path Message Content
Manage for Culture Change Change the “I’m okay, you’re not!”
mindset Provide compelling reasons for change Personalize the business case Identify and utilize change facilitators Make process the focal point Make change personally rewarding
Manage The Plan Select your toolkit carefully Optimize tool usage Communicate the plan Minimize revisions Make follow-up an obsession Take no prisoners!
Project Mercury’s Project Plan Project Preparation 5 weeks
Plan Development Project Charter Team Formation
Business Blueprint 16 weeks Process Definition Organization Structure Definition Team Training Change Management Assessment
Realization 24 weeks Software Configuration Testing Change Management Delivery Data Clean Up
Final Preparation 7 weeks Conversion Finalization & Testing Integration Testing Continues End User Training Cut Over
52 weeks
Manage The Team Choose members wisely Elevate the mission Articulate the vision Share the spotlight Build a “war room” Create partnerships Recognize and encourage team play Provide growth opportunities
Manage The Assignments Balance work assignments Document work assignments Provide incentives to succeed Delegate appropriate authority Recognize contributions Support where necessary Monitor! Monitor! Monitor!
Manage Using Creative Solutions
Identify non-traditional resources
Find the hidden talent
Leverage current investments
All work and no play…..
Liabilities can become assets
Keys To Our Success Senior management support Proactive operational management Sense of urgency to succeed The right partnerships Adequate focus on the human
element Understanding it is a business
initiative, not just another IT project
Lessons Learned Treat the project as a business
initiative Commit the required human resources Manage expectations diligently Respect the integration impact Dirty legacy data will kill you Test, test, test…then test some more
Questions
Visit our website at www.uams.edu/mercury