Summary Session 7-8

Development Lifecycle (Session 7-8)

·         SDLC includes a systematic process of planning, designing, and creating an information system for organizations.

Rapid SDLC approach

a.       Prototyping

·         It implements a skeleton or a prototype of the actual system with a focus on data input and output.

·         The idea is to demonstrate the system functionality to the users.

·         This approach has proven to be very effective with user interactive systems because the prototype is eventually converted into a full-scale system.

b.      End User Development (EUD)

·         Users are trained to develop their own applications (e.g., a departmental employee tracking system with an Access database).

Differences between ERP and Other Software

a.      ERP

·         Millions of dollars

·         Mission critical

·         One to several years

·         Requires significant change management strategy from beginning to end for success, business process change, training, communication, etc.

·         Requires in-house employee time, consultants and vendor support in million of dollars

c.       Other packaged software

·         Hundreds to Thousands

·         Support or productivity improvement

·         Almost instantly

·         Requires some training and support

·         Requires little or no consulting support or vendor technical support

ERP Implementation Plan

•         Comprehensive

–        Involves implementation of the full functionality of the ERP software in addition to industry-specific modules.

•         Middle of the road

–        Involves some changes in the core ERP modules and a significant amount of business process re-engineering.

•         Vanilla

–        Utilizes core ERP functionality and exploits the best practice business processes built into the software.

Traditional ERP Life Cycle

·         Scope and Commitment Stage

–        In addition to conducting the feasibility study, a scope of the ERP implementation is developed within the resource and time requirement

–        Develop a long-term vision for the new system and a short-term implementation plan and top management’s commitment.

•         Analysis and Design Stage

–        Map the differences between the current business process and the embedded process in the ERP software.

–        Design a change management plan, a list of embedded processes, user interface screens, and customizable reports in the ERP software.

–        Data conversion.

–        System conversion.

–        Training.

•         Acquisition & Development Stage

–        Purchase the license and build the production version of the software to be made available to the end-users.

–        The tasks identified in the gap analysis are executed at this stage.

–        Data team similarly works on migrating data from the old system to the new system.

–        Finally, the ERP system needs to be configured with proper security.

•         Implementation Stage

·         Focus is on installing and releasing the system to the end-users and on monitoring the system release to the end-users.

·         System conversion (4 Phases)

·         Phased. Implementation is conversed phased, part of the system is conversed part per part

·         Pilot.

·         Parallel. Implementation is conversed by operating the old and the new system at the same time, by checking the new system if the new system conversion success then we replace the old system with the new system

·         Direct Cut or big bang. Implementation is conversed directly changing the old system into the new system, this implementation is very risky, if there is a problem it can overwhelm the organization operation.

·         Operation Stage

o   Handover or knowledge transfer is the major activity as support for the new system is migrated to the help desk and support staff.

o   Training of new users to the system as ERP modules are released.

o   Managing the software contract with the ERP vendor.

Role of Change Management

•         System failures often occur when the attention is not paid to change management from the beginning stages.

•         SMEs and other internal users have the role of working with the team and to guide the implementation team on all the activities of change management.

•         Support of the top management as well as skills of the change management team are essential for successful implementation.

Agile Development

•         Agile methodologies start with smaller sets of requirements, they start small and deliver functionality incrementally in a series of releases.

Project Management

•         A clear project plan and reporting structure will better ensure that the project receives the attention and accountability needed to be successful.

•         The project owners, a project steering committee, and project executive must develop the hierarchy and determine responsibilities.

•         The functional, technical, and change management staff for the project will likely consist of existing staff from the business, new hires, and consultants.

Implications for Management

•         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.