Submitted by Ashok Vaishnav (not verified) on Wed, 2011-09-28 08:54.
We await release of part II of this article.
In the meanwhile, may I submit one observation relating to organizational restructuring preceding the implementation of ERP. The article certainly places due wieghtage to this aspect.
The key persons of the implementation team need to create an environment, both with the senior management and with the respective operations management, to ensure that TO-BE process design happens simultaneously with the AS-IS process mapping.
This is THE opportunity to identify areas where the current processes - in terms procedural changes as well as in terms of change in the roles of the participating operational team members - would require change. This should lead to open-minded brainstorming of the scope of TO-BE process, both in terms of compliance to incorporating the technical design of the ERP program as well as organizations's capability and willingness to undertake required qualitative change.
Should the scale of complexity of changes- relating to culture or organization's physical and information structure - call for phasing out the scope, mapping out phased plan should be taken up without any hesitation. It would be necessary to ensure that minimum requirements of ERP program's technical structure - both individually for that process /module or collectively for the requisite integration with other process / module - are not compromised.
Equally important is to document the strategic and execution aspects of phasing of implementation of respective TO=BE process, both in terms of clarity of scope at each phase as well as role and responsibility of each interacting constituent.
This will greatly help in scaling up of the system maturity at later stages, since at this stage the issue has entered more into interpersonal behavioral domain than the technical expertise of the implementing team or degree of commitment of the operating team.
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We await release of part II
We await release of part II of this article.
In the meanwhile, may I submit one observation relating to organizational restructuring preceding the implementation of ERP. The article certainly places due wieghtage to this aspect.
The key persons of the implementation team need to create an environment, both with the senior management and with the respective operations management, to ensure that TO-BE process design happens simultaneously with the AS-IS process mapping.
This is THE opportunity to identify areas where the current processes - in terms procedural changes as well as in terms of change in the roles of the participating operational team members - would require change. This should lead to open-minded brainstorming of the scope of TO-BE process, both in terms of compliance to incorporating the technical design of the ERP program as well as organizations's capability and willingness to undertake required qualitative change.
Should the scale of complexity of changes- relating to culture or organization's physical and information structure - call for phasing out the scope, mapping out phased plan should be taken up without any hesitation. It would be necessary to ensure that minimum requirements of ERP program's technical structure - both individually for that process /module or collectively for the requisite integration with other process / module - are not compromised.
Equally important is to document the strategic and execution aspects of phasing of implementation of respective TO=BE process, both in terms of clarity of scope at each phase as well as role and responsibility of each interacting constituent.
This will greatly help in scaling up of the system maturity at later stages, since at this stage the issue has entered more into interpersonal behavioral domain than the technical expertise of the implementing team or degree of commitment of the operating team.