Monday, 10 February 2020

erp implementation Lifecycle


erp implementation Lifecycle

Different companies may install the same ERP software in totally different processes. z l
The same company may implement different ERP software in the same approach. There z l
are three commonly used methodologies for implementing ERP systems.
Companies layout a grand plan for their ERP implementation. z l
The installation of ERP systems of all modules happens across the entire organization at z l
once. The big bang approach promised to reduce the integration cost in the condition of
thorough and careful execution.
This method dominated early ERP implementations, it partially contributed the higher z l
rate of failure in ERP implementation. Today, not many companies dare to attempt it
The premise of this implementation method is treating ERP implementation as the z l
implementation of a large-scale information system, which typically follows SDLC
(Systems Development Life Cycle). But an ERP system is much more than a traditional
information system in the fact that the implementation of ERP continuously calls for the
realignment of business processes. Many parties involved in ERP software systems are not
IT professionals. ERP more than automates existing business processes.
ERP transforms the business processes. z l
The method of modular implementation goes after one ERP module at a time. This limits z l
the scope of implementation usually to one functional department. This approach suits
companies that do not share many common processes across departments or business
Independent modules of ERP systems are installed in each unit, while integration of ERP z l
modules is taken place at the later stage of the project. This has been the most commonly
used methodology of ERP implementation. Each business unit may have their own
“instances” of ERP and databases.
Modular implementation reduces the risk of installation, customization and operation of z l
ERP systems by reducing the scope of the implementation. The successful implementation
of one module can benefit the overall success of an ERP project.
The process-oriented implementation focuses on the support of one or a few critical z l
business processes which involves a few business units. The initial customization of the
ERP system is limited to functionality closely related to the intended business processes.
The process-oriented implementation may eventually grow into a full-blown implementation z l
of the ERP system. This approach is utilized by many small to mid-sized companies which
tend to have less complex internal business processes.

Benchmark: A set of routines or actions used to evaluate computer performance. By performing
the same basic tasks on several machines, you can compare their relative speeds. Benchmarks
are especially useful when the machines use different processors and different input and output
Customized Maintenance: This type of maintenance refers to the creation of new features or
adapting existing ones as required by changes in the organization or by the users.
Feasibility Analysis: Feasibility analysis guides the company in determining whether to proceed
with an ERP project.
Information Center: An MIS group responsible for supporting end users. It typically provides a
help desk to answer questions, programmers who provide access to corporate databases, training
classes, and network support people to install and maintain networks.
Local Area Network (LAN): A collection of personal computers within a small geographical area,
connected by a network. All of the components are owned or controlled by one company.
Preventive Maintenance: This type of maintenance may be one of the most cost effective, since if
performed timely and properly, it can avoid major problems with the system.
Software Maintenance: The act of fixing problems, altering reports, or extending an existing
system to improve it. It refers to changes in the software, not to hardware tasks such as cleaning

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