Centralized vs.
Decentralized
Another big issue that faced
the team was whether to
centralize the application
or distribute the
application
over servers at key points
throughout the 28 locations.
A decision was made to
centralize the application
at
Microelectronics
headquarters in Allentown,
Pennsylvania, and have
everyone access the main
application
via network connection. This
simplified application
maintenance, upgrade, and
security issues on both the
client and server side for
all involved.
The Business vs. CIO—Who Is
Running This
Show?
One of the key struggles in
the planning process was
bringing
together the two major
factions, the business and
CIO,
involved in this
implementation to work
together as a team.
Each had its own viewpoint,
agenda, issues, and ideas
regarding
how to implement the new ERP
technology.
CIO was most concerned with
the technical end of
the process. Their emphasis
was on database architecture,
connectivity, hardware, and
systems maintenance
activities. Their key focus
was the efficient
installation
and operation of "the
system."
The business was most
concerned with running the
day-to-day activities of
planning, manufacturing,
shipping/receiving,
purchasing, and billing.
Their key focus
was on making sure we can
satisfy customer needs and
make money.
Needless to say, it was
quickly realized that
neither camp
would be successful
implementing this ERP system
alone.
Therefore, core teams were
formed consisting of both
business
and technical personnel
involved in all aspects of
the
planning, development,
integration, testing, and
cutover
activities. As the project
progressed, this concept was
used
in all areas to enhance team
effectiveness.
The Core Team—In
the Beginning...
The core team mentioned
above consisted of
individuals
with core competencies
needed to handle business
and
systems issues in segmented
into six functional areas:
manufacturing,
finance, logistics, sales
and marketing,
quality, and purchasing.
Teams included systems
analysts
(SAs), whose main function
was to provide core old and
new systems expertise, and
business analysts (BAs),
whose
function was to provide
business process and needs
expertise.
SAs and BAs working together
with Oracle systems
experts laid out the initial
groundwork for both how
the system was to function
and how the business was to
use the system. This was a
very painstaking process,
which
included the following major
work areas:
•
Documenting both old and new
system functionality
•
Performing gap analysis
between old and new sys
tems to determine what could
and could not be done
•
Developing procedures and
documentation showing
how data was to be converted
to the new system
•
Rewriting business processes
where appropriate to
better utilize new system
functionality.
This in itself was a major
undertaking and quickly it
was realized that in order
to be able to completely understand,
document, and test all the
areas required, a
broader base of experienced
people would be needed.
Assembling the Troops—Internal
In order to make this
implementation happen,
representation
from all locations had to be
made available to assist
in the planning, testing,
and cutover activities to
make sure
each location's processes,
systems, and issues were adequately
covered. This was
accomplished through the use
of extended team members (ETMs).
To be an ETM, one
had to be a key resource
with strong knowledge of
their
locations current systems
and business processes. ETMs
on a part-time basis
supported the core team in
critical
planning, testing, and
cutover activities. ETMs
were selected
from each location by
functional area based on
that
location's needs and were trained
in the new systems. Once
trained, they participated
in critical needs
assessments and
"day in the life rehearsals"
to help test critical
functionality and provide
feedback needed to resolve
problems.