SDLC ERP Life Cycle Consultant Role Technical support mainly during design and

Sdlc erp life cycle consultant role technical support

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SDLC ERP Life Cycle Consultant Role Technical support mainly during design and implementation Change management, process change, and technical support from beginning to end Management Role Some oversight and support Significant oversight and involvement especially in change management End-User Role Focus group providing input during various stages with most involvement during Implementation stage Multiple groups such as SMEs, advance users, and self-service users are part of implementation team with continuous involvement Operations Maintains, updates, and provides technical support Maintains, updates, upgrades, monitors change management strategy Comparing and Contrasting SDLC with ERP LC
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113 There are rapid implementation methodologies developed by ERP consulting firms. Total Solution. Fast-Track. Rapid Application Development. ASAP. BIM. Accelerated implementation approaches are very popular and require the use of experienced consultants to leverage the knowledge of techniques that have worked well with other organizations. Rapid ERP Lifecycles
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Commonwealth of Australia Copyright Act 1968 Notice for paragraph 135ZXA (a) of the Copyright Act 1968 Warning This Material has been reproduced and communicated to you by or on behalf of Federation University Australia under Part VB of the Copyright Act 1968 (the Act). The Material in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection under the Act. Do not remove this notice. Week 9: Enterprise Resource Planning Project Management and Post- implementation
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115 Businesses that have highly skilled IT developers and a proven process for managing modifications can choose to change the system to match their processes A single-system instance is easier to maintain and support. Assessing organizational change along with modifying the system to meet the needs of the business will help to minimize risk. If a system is modified, each modification will need to be analyzed in light of the upgrade to see if it needs to be incorporated in the upgrade or removed. An upgrade can sometimes turn into a re-implementation, which requires more resources and time. Modifying an ERP
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116 It is critical to have solid top management commitment. It is important to have strong and experienced program management. It is a good practice to minimize the type and number of customizations that are implemented. It is critical to emphasize training and change management. Effective and frequent communication keeps everyone on the same page and give the greatest chance of problems being identified early. Implications for Management
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117 Go-Live Readiness An elaborate readiness checkpoint should be in place for Go-live to make sure steps are not missed.
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