xxiii
Executive Summary
Too many ERP implementations fail. is does not have to be the case. ere is a plethora of
publications that discuss approaches to successful ERP implementation eorts, yet facts prevail that
the signicant investment in ERP has yielded small, if any, ROI. And many projects outright fail.
ere are a variety of reasons that companies miss the mark, not the least of which include the
following:
Unrealistic expectations
Lack of clarity of vision associated with ERP goals and objectives
Lack of addressing process changes essential for project success
Inadequate key performance indicators
Lack of up-front commitment by senior management to detail specic expected results, for
example, dont just say reduce inventory, but rather commit to a 40% reduction in inventory
Lack of strict adherence to a best practice implementation methodology
Inadequate system requirements denition
Inadequate project system engineering
e purpose of this book is to provide a proven roadmap that gives the ERP implementation a best
practice process to improve the odds of system implementation success.
is book discusses essential planning ingredients that are frequently omitted from the ERP
implementation start-up. Without a solid planning framework, and meaningful and rigorous
expected results, the project monitoring and execution process tends to result in accid results.
is includes the need to engineer comprehensive requirements, which may be chained through
all phases of the ERP implementation steps. Early on, end-point system expected results need to
be clearly dened and results may be monitored throughout the implementation.
Once an eective planning framework is engineered, the book will elaborate proven founda-
tional methods and principles that position the company for a successful implementation. is
is like tree roots building a structure, which not only supports tree growth but allows for factors
such as winds, oods, and other environmental impacts to maintain structural integrity of the
tree. An ERP implementation must include similar elements to help ensure structural integrity
of the entities, attributes, and relationships essential for sound business practices. ese principles
and practices include the IWS, comprehensive prototyping through multilevel CRP ights, and
education, training, and deployment of a best practice implementation framework.
e capstone, to the frameworks discussed to this point, focuses upon project monitoring and
ultimately realizes the project and business process performance that yields signicant ROI.
xxivExecutive Summary
Every ERP implementation project experiences multidimensional drivers and dynamics, which
inuence success or failure. Few companies are adept at weaving an alignment of resources and
engineered framework into their ERP project plan, their deliverables, their education and training
deployment, and other essential process changes, while balancing their culture and persistence to
achieve success.
Many of the best practices documented in this ERP implementation roadmap are applicable
as best business practices transferable outside ERP projects. For example, the Section 1.2 on SoW
may be used in the product engineering process to assist design engineers achieve their design
deliverables on time and within budget.
Section I
is initial phase relies upon the client engineered processes that set the stage for success and
includes the following:
Creating a project plan that clearly describes the ERP implementation process that will be
followed
Delineating the expected results pursued
A roadmap exhibiting goals, objectives, and short-interval schedules that lead to their
attainment and including commitments from the operational resources for such deliv-
erables as exceptional delivery performance, inventory optimization, and signicant cost
reduction
A creative approach to generating the requirements essential for ROI attainment. is pro-
cess spans the traditional bulleted features, functions, and capabilities pursued, as well as
generating narrative statements for the Pareto class A functionality expected. Breaking down
bullets into narratives tends to elicit the formulas and logic and complex methods that are
essential in a robust design standard. Other by-products of a comprehensive requirements
generation include the following:
A framework for a comprehensive traceability matrix that may be tracked through all
the implementation phasesdesign through deployment
e ability to highlight end-point triggers such as activity-based costing drivers and
other elements that are central in experiencing exceptional ROI
Chapter 1
Planning roadmap of deliverables
SoW—Managing expectations through project life cycle
Managing change
Chapter 2
e art of generating requirements
Categorization of requirements
Requirements generation life cycle
Traceability matrix—integrity between project phases: design, prototyping, customization,
testing, piloting, and delivery

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