How to assess internal risks of a large erp implementation
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This document discusses how to assess internal risks for a large ERP implementation project. It recommends collecting data on staff availability, how they responded to the project announcement, and details of current processes. Staff should be categorized as supporters, acceptors, or resisters. Supporters can dedicate significant time to the project, while acceptors may need less training. Resisters require extensive communication and support. The project may need to be phased, with easier processes first, or resisters' work minimized initially. Assessing risks helps manage expectations and resistance to drive adoption.
How to assess internal risks of a large erp implementation
- 1. How to assess internal risks of a large ERP implementation?
- 2. About Ursa Information Systems • Gold Partner in the US since 2012 • Specialized in the manufacturing industry • Offices in Arizona, California and Kentucky • 20 employees focused on Odoo and Hadoop • 100+ years of business systems implementation experience • Best Partner Americas in 2013 • Author of "Financial Accounting with Odoo" • Contact: – http://www.ursainfosystems.com – contact@ursainfosystems.com –
- 3. Agenda • Why? • Data/Information to collect • Triage • Solutions and their cost • Final decision and what's next?
- 5. Why? • To anticipate resistance • To have realistic expectations from people • To have realistic estimates • To find supporters of the new solution • To give people the time they need to change • To have a great experience during and after the project
- 6. Data/Information to collect • How long did it take to implement the last big organizational change? • How long/What did it take to get your staff efficient on a new system? • How did your staff respond to the announcement of this new project? • How available are they? For how long? • How many processes does your organization have? • How many persons execute each process?
- 7. Source: Bare Bones Change Management: What You Shouldn't Not Do, by Bob Lewis.
- 8. Triage • Supporters – They are available, excited by the new project and endorse the chosen solution. They can't stand the old system any more. • Acceptors – They are not available, but curious and eager to use the new system. They can live with the old system limitations. • Resisters – They are anxious and stressed by the new system. They loved the old one which was perfect for them.
- 9. Turn Push and Resistance into Pull and Desire
- 10. Solutions and their cost • Supporters – They must be part of the project implementation team. – They will be involved in the requirements definition, validation, testing, training and support. – 25% of their time dedicated to the project • Acceptors – They can advise/support supporters. – They must be involved in the acceptance tests. – 4 hours/pers/process (3 hours + 1 hour for support)
- 11. Solutions and their cost • Resisters – They should be involved in the requirements definition phase and be exposed to the new solution when all the requirements are met. – They will require extensive communication, training, hand-holding and/or documentation. – 8 hours/pers/process (4 hours + 4 hours for the assistant/instructor)
- 12. Final decision and what's next? • Not ready? – Can you cut the project into phases? Start with the process with less resisters. They will be the latest to jump in and that's fine. – Can you minimize their work on the new system? Have someone else doing the data entry? – Can you save on training with additional features and/or interface improvements to make their life easier/seduce them? • → Turn Push and Resistance into Pull and Desire • → Search for early victories!
- 13. Ready to start? Be careful...