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ERP ENTERPRISE RESOURCE PLANNING Every Monday, 13:30 – 16:00 Last Updated: 31 March 2009 ERP – Ir. H. Noor Hidayat, MMT. 1
ERP
ENTERPRISE RESOURCE PLANNING
Every Monday, 13:30 – 16:00
Last Updated: 31 March 2009 ERP – Ir. H. Noor Hidayat, MMT. 1
ERPERPSyllabus
1. Introduction2. ERP Platform3. ERP Component4. ERP Development (Start Your Project Right)5. System Life Cycle
References:– Six Simple Things You Can Do to Start Your Project Right
by Betsy Guthrie, PMP, Firemans Fund Insurance Company, 2004
Last Updated: 31 March 2009 ERP – Ir. H. Noor Hidayat, MMT. 2
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Projects Don’t Go Wrong, They Start Wrong
Six Simple Things You Can Do to Start Your Project Right
Betsy Guthrie, PMPSr. Project Manager, Firemans Fund Insurance Company
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Start Your Project Right
• Demonstrate Your Intent to be Deliberate About – Managing Relationships – Managing Communication
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Managing Relationships
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1. Develop and distribute a project organization chart.
2. Develop and distribute a roles and responsibilities table
4. Meet with the Functional Managers
3. Meet with the Sponsor
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Managing Communications
5. Establish communication groups
6. Set up regular team meetings
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Managing Relationships
This is writing
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1. Develop and distribute a project organization chart.
2. Develop and distribute a roles and responsibilities table
4. Meet with the Functional Managers
3. Meet with the Sponsor
ERPERP1. Project Organization Chart
• What is it?– Graphical depiction of project stakeholders by authority/influence
level• Why do it?
– Understand the relative political position of your stakeholders– Makes sure they know each other.– Allows you to check to ensure executive management and users are
adequately represented• How do I do it?
– Draw boxes with Project Manager in Center– Put in names and titles and phone number– Send it around and get approval– Urge everyone to put them up on their office walls for reference
(helps give your project visibility)
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1. Project Organization Chart - Example
Project BoardDiane Baker
Michael DouglasDavid Ho
Project ManagerBetsy Guthrie X2511
Functional ManagersChris O’Toole (SE’s) X3111Diane Tikashima (DBA’s) X6056
Technical TeamEric Wong (SE) X6086Sharad Srinivasan (SE) X6229Sheree Manuel (SE) X5062
Business TeamJune McClelland G/L X2496Maria Dedini X3678Laurie Jackson X5051
Architecture Rep.Will Alvarez x5202
Key StakeholdersTomas Paterson – Controller Linda Ho – TreasuryNikki McIntosh – Finance Michael Talbott – Supply Mgmt Elana Vasquez – ITAS Director – Info Mgmt & ReportingBob Linski – Project Mgr on PO Project
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Managing Relationships
This is writing
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This is writing
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This is writing
This is writing
1. Develop and distribute a project organization chart.
2. Develop and distribute a roles and responsibilities table
4. Meet with the Functional Managers
3. Meet with the Sponsor
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2. Develop Roles & Responsibilities Table
• What is it?– A Table which describes the overall responsibility of
every team members by function or by name• Why do it?
– So everyone on the team understands their role explicitly and the role of everyone else on the team
• How do I do it?– Create a table listing members by name or function,
their title, and a brief description of their responsibility on the team.
– Send it around and ask everyone to validate
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Diane Comer Executive Sponsor
Accountable for the project success to the CIO. Responsible for providing strategic direction and removing obstacles to success.
Gloria Vallerga IT Director
Accountable for the project success to the Executive sponsor. Responsible for providing strategic direction and removing obstacles to success.
Betsy Guthrie Project ManagerResponsible for managing the schedule, budget, and scope and to report status to all stakeholders.
Tom Pelliccioni Project Administrator
Supports the Project Manager in maintaining the project schedule and providing guidance on technical issues.
Elena Bates ITAS Director
Consulted on strategic direction. Responsible for user sign-off for purchase and implementation of AIX Database Administration tools (purchase and implementation is done by CGI)
Chris Guempel
SE and SS Resource Manager
Responsible for providing technical resources (SE's and SS's) and providing technical guidance at a strategic level.
2.Develop a Roles and Responsibilities Table - Example
Name Role Responsibility
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Managing Relationships
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1. Develop and distribute a project organization chart.
2. Develop and distribute a roles and responsibilities table
4. Meet with the Functional Managers
3. Meet with the Sponsor
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3. Meet with the Sponsor
• What is it?– A meeting with the executive sponsor of the project to establish
your relationship and confirm your understanding of scope, success criteria, key concerns and communication preferences.
• Why do it?– Establish a trust relationship with the sponsor.– Enable you to understand their leadership style so you can adapt
to it.– Help you to understand what kinds of information they are
seeking.– To understand their explicit and implicit expectations
• How do I do it?– Ask, “What are your concerns?”– Bring an In-Scope and Out of Scope list and ask for comments – Ask what they need in order to know the project was successful – Ask what kind of communication they want from you (i.e.,
Touchpoint Meetings, Phone Calls)
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Managing Relationships
This is writing
This is writing
This is writing
This is writing
This is writing
This is writing
This is writing
This is writing
This is writing
1. Develop and distribute a project organization chart.
2. Develop and distribute a roles and responsibilities table
4. Meet with the Functional Managers
3. Meet with the Sponsor
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4.Meet with the Functional Managers
• What is it?– A meeting with the functional managers to
• Explain the scope of your project • Determine how they wish to be communicated with and • Ask how you can contribute to the personal and professional goals of
their direct reports who are on your project team• Why do it?
– Develops a trust relationship with the managers that will help you when you must ask for their help in the case of performance issues
– Knowledge of personal and professional goals of the team members helps you know how to motivate them
• How do I do it?– Talk to the people who manage your core team members and ask– What personal/professional goals of the team members can you help
them to achieve– What communication do they want from you during and after the project.– How can you best contribute to the Performance Appraisals of the team
members.
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Managing Communications
5. Establish communication groups
6. Set up regular team meetings
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5. Establish Communication Groups
• What is it?– Email Distribution groups that group people who wish to get the same
types of communication together.• Why do it?
– Prevents omission of important stakeholders– Gives all team members access to the appropriate audience through a
single group– Shows deliberate intent to manage and focus communication
• How do I do it?– Create three basic groups:
• Stakeholders (status reports)• Contributors (status reports and project issues - optional invitees to
team meetings)• Core team members (copied on all communication related to the
project and invited to team meetings)• Add more as needed but don’t make it too complicated
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5. Establish Communication Groups
• How do I do it? (continued)– Inform everyone on each list:
• Tell them which list they are on• Tell them what communications they will be getting and meetings
they will be invited to.• Ask them if they wish to get more/less information or to be moved
to another list or if they wish to delegate.• Append the lists to the project organization chart
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Managing Communications
5. Establish communication groups
6. Set up regular team meetings
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6. Set Up Regular Team Meetings
• What is it?– Regular team meetings every week in the same place (or same
format if remote) at the same time (or the same rotation of times if different time zones).
• Why do it?– It gives the project a “heartbeat” - a regular and consistent time
to meet and discuss issues, status, concerns.• How do I do it?
– Take schedules into account (compressed work weeks and flex time and other time zones)
– Try to make the place/time convenient for everyone.– Send out an invite so it is on everyone's calendars.
ERPERPQuestions
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ERP
End of ERP Development
Last Updated: 31 March 2009 ERP – Ir. H. Noor Hidayat, MMT. 23
