ITEC 116 - LESSONS 3, 4, AND 5

PROJECT MANAGEMENT OFFICE

PMO

PROJECT MANAGEMENT OFFICE

is a group responsible for ensuring that project

teams are working well together and addressing the

functionality issues in a timely, open, and efficient

manner.

CRITICAL SUCCESS FACTORS

THE AREAS OF A PROJECT THAT ARE VITAL TO ITS SUCCESS

DECISION-MAKING

PROCESS

minimizes a number of

issues related to scope, efficiency,

and productivity throughout the

project implementation cycle.

Scope

defines what needs

to be delivered by the project

changing scope

means the project will have

difficulty in achieving project goals

SCOPE CREEP

Is defined as constant

changes to the parameters outlined in the

original project goals.

TEAMWORK

In most ERP implementations, project teams

are assembled by bringing together staff

from the existing organization, new hires,

and possible external consultants.

CHANGE MANAGEMENT

Communication and training are

the keys to a successful ___ effort.

DECISION-MAKING PROCESS

PROJECT SCOPE

TEAMWORK

CHANGE MANAGEMENT

CRITICAL SUCCESS FACTORS (4)

EXECUTIVE TEAM

They can also assist with

the change management process, especially

communications that will be needed with the

new system.

MANAGING SCOPE CREEP

A well-thought-out process to manage changes

to the scope is critical to a project's success.

IMPLICATIONS FOR

MANAGEMENT

The success or failure of a project often rests with

the skills and capabilities of the PMO, project staff

continuity, and a well-defined communications

process.

System Development Life Cycle

The process of developing new information systems

SDLC

uses a systems approach for problem solving that basically states that complex problems need to be broken up into smaller manageable problems using a systems' hierarchy, and then developing a solution for each problem within the hierarchy.

Requirements

Design

Development

Testing

Deployment

Review

SDLC (6)

Investigate

Analyze

Design

Implement

Maintain

Traditional SDLC (5)

ERP applications

are prepackaged software developed by

commercial software vendors and custom installed for organizations to

automate and integrate the various business processes.

Comprehensive

Middle of the road

Vanilla

Three Major Implementation Plan Choices

ERP implementation plan

is used to create a roadmap or

blueprint to meet cost, scope, and time constraints of an

implementation.

Comprehensive Integration Plan

The most expensive, lengthy, and costly approach.

Business Process Reengineering

BPR

Middle of the road

Implementation Plan

is not as expensive as the

comprehensive approach or as straightforward as the vanilla approach.

Vanilla ERP

Implementation Plan

Utilizes core ERP functionality and exploits the best practice business processes

built into the software.

Traditional ERP Life Cycle

has a deliverable at the end of each stage (e.g., a report with supporting documents) that is reviewed by management and upon which a decision is made either to continue with the project or not.

Scope and commitment stage

Analysis and design stage

Acquisition and development stage

Implementation stage

Operation stage

Stages of ERPLC (5)

Scope and Commitment Stage

Similar to the investigation stage in SDLC

Analysis and Design Stage

Analysis of user requirements

Acquisition and Development Stage

Similar to the acquisition and testing stage of traditional SDLC

Implementation Stage

The focus for this stage is on installing and releasing the system

Gap Analysis

is the evaluation of the functions provided by the erp system

Physical Scope

Establishes which sites will be addressed, the geographical locations of the sites, and the number of users.

BPR Scope

Will the current processes be refined, replaced, or eliminated? What users, departments, sites will be affected?

Technical Scope

How much modification will be done to the ERP software? What processes will be utilized as is and which will be customized?

Resource Scope

How much time and budget is allocated for the project?

Implementation Scope

Which modules should be implemented? How should the modules be connected to the existing system?

Requirements

are attributes for things and processes in the system

that must be respected by designers when synthesizing those requirements into a design solution.

PRODUCT DEVELOPMENT

is the complete process of delivering a new

product or improving an existing one for customers.

REQUIREMENT ANALYSIS

Is the process of determining user expectations for a new or modified product

CROSS-FUNCTIONAL TEAMS

this approach is about getting people from

different fields to work with a product altogether.

•Lack of Trust

•Poor Communication

•Misaligned goals or priorities across departments

•Managing diverse teams and their personalities

CHALLENGES WITH CROSS-

FUNCTIONAL COLLABORATION

Co-products

are desirable secondary goods that are generated

during the manufacturing process and can be sold or reused profitably.

TRACEABILITY

The ability to track every aspect of manufacturing and distributing a product

STYLE

A distinctive appearance, typically determined by the principles according to which something is designed.

Unity of direction

is the singleness of purpose that makes possible

the creation of one plan of action to guide managers in resource allocations.

QUANTIFICATION

The act of giving a numerical value to a measurement of something, that is, to count the quanta of whatever one is measuring.

VERIFIABILITY

is the extent to which information is reproducible given

the same data and assumptions.

UNAMBIGUITY

Not open for Interpretations.

GOOD SENSE

The ability to make the right decision about something; good judgement.