ERP Project

Management
Primer
Quick reference guide to best
practice templates and tips to
jumpstart your ERP projects
(Enterprise Resource Planning)

Suresh Gopalakrishnan
sgk_00@yahoo.com
 Introduction
This document will help jumpstart projects
and keep a good control over its life cycle
with best practice templates and tips
It is divided into four sections
Initiation/Planning, Execution/Control,
System deployment, and Post-
Production/Transition
All critical activities are listed in the
sequence it will occur during a project
lifecycle
Screenshot of all critical deliverable
templates are in backup slide section

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Not matter how much we plan this often
happens..

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 Project Life Cycle Activities & Milestones
Execution and Control
Initiation /Planning Phase System Deployment
(Design & System Configuration)
Requirements
Mapping Roles & Responsibilities Production GO
BR.035 Solution Cut Over Plan LIVE
Design Application Train-The-Trainer
Setup and
BR.010 Configuration End User Training
Functional BR.100
Cutover
Approach
Deliverable Document

s Develop Solution, C
Test Data Conversion
Scripts / and Validation R
Sand-Box
C P
creation U M
W R Functional Specs for Extension, 2
Interfaces & Reports A G
T P /
MD.050 T L
P 1 S
Conversion Plan
Technical Specs for
I
CV.010 Extension, Interfaces & Reports T
MD.070
Instance Strategy
Document Setups/Data
Conversion Mapping conversion/
Technical CV.055
(Or templates used)
Code migration
to PROD
Deliverables

WTP; Requirements User

CRP Complete CRP2/SIT CUTOVER
Validation & Mapping Acceptance
Milestone Complete
Solution Design Complete Complete
Complete
GO-LIVE
s
WTP Workshop Test Pilot / CRP Conference Room Pilot / SIT- System Integration Test / UAT -4User Acceptance Test / MGL -
Mock Go Live
 Initiation/Planning Phase
Prepare project management plan. Ensure
it includes
Clear list of deliverables
RACI chart
(Responsible/Accountable/Consult/Inform)
Prepare detailed MS Project Plan with
base line and share with the team
Ensure each task in the plan has a clearly
identified deliverable
For functional resources use 35 hr work week
keep 5 hrs for meetings, SR (Service Request)
related work etc.
Discuss with client and establish
communication plan (Status calls, Status
update emails etc..) 5
 Initiation/Planning Phase contd..
Discuss with client and come to an
agreement on steering committee
participants and presentation
contents/format
Recommend using benefit map (or
something similar) to help control scope
(Note: Based on a PMI survey, every month 2-3%
new requirement is added)
Discuss with the team and prepare an
instance plan
Discuss with the team and prepare list of
risks
Schedule 1-1 with each team member at a
minimum once in two weeks 6
 Initiation/Planning Phase contd..
Recommend using an issue tracking
system that has audit trail feature Will
help track time taken between status
changes (ability to improve later)
For e.g. Bugzilla
Discuss the usage of user survey tool to
measure the risk
Start maintaining
RAAIO log (Risks, Assumptions, Action Items,
Issues, Out of scope)
Key decision log

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 Define Phase contd..
Why Key Decision Log?
Below email is from a real project
Decision was taken during project start in
Jul/2008
Email is dated Feb.2011

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 Initiation/Planning Phase contd..
Conduct kick off meeting. It should include
a minimum
Change management process
Change Requests are often seen by business
as a miss from their side and could become
offensive
Work with client manager to send a positive
message
How are we drawing line between In Scope and
Out of Scope?
Clear project objective (or Benefit Map)
Test scenario expectation from business
Document review process and expected
turnaround time
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 Initiation/Planning Phase contd..
Conduct kick off meeting (Contd..)
Major milestone, deliverables, timeline
RACI chart (Responsible/Assist/Consult/Inform)
Risks/Issues/Assumptions/Constraints
CRP/UAT Entrance/Exit criteria
Agree on a document approval timeline (sample
below)

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 Initiation/Planning Phase contd..
Show the interdependency and emphasize
criticality of getting sign off on documents
on-time

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 Initiation/Planning Phase contd..
Discuss and come to an agreement with
the client on:
Ballpark work estimates will NOT be given
based on high level requirement
Alternately, define slab based estimate to
indicate variance. For e.g. Class100/50/10:
Class 50 means ballpark estimate can be plus
or minus 50% after functional document is
signed off
This approach is better than giving an
estimate with assumptions. Assumptions are
always forgotten
Work estimate for each requirement (unless
planned together) will be presented as an
independent project it should include12 time to
 Initiation/Planning Phase contd..
Prepare initial version of project
cost/revenue tracking
Ensure business users have started
preparing test scenarios/cases (Both within
a track and cross-track)
Get time commitment from business on
various activities like document review,
testing etc.
Ensure As-Is process diagrams are
mapped to To-Be Samples in next 4
slides
Always remember the quote from Abraham
Lincoln:
If I had six hours to chop down a tree,
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Id
AS-IS Diagram (Monthly Train
Schedule)
Part 1 of 2

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 AS-IS Diagram (Monthly Train
Schedule)
Part 2 of 2

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TO-BE Diagram (Monthly Train
Schedule)
Part 1 of 2

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 TO-BE Diagram (Monthly Train
Schedule)
Part 2 of 2

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 Initiation/Planning Phase contd..
Critical Path 101
Critical path is tasks B-C-F-G
Any delay will push the project dates out

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 Initiation/Planning Phase contd..
Critical path with variability
Adding mean estimates 21 days
Adding worst case 32 days

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 Initiation/Planning Phase contd..
Randomness
If our estimate is close to the mean then there is
equal chance of being late as of being early
Pretty much zero chance of ending on time!!

50% of 50% of
the time the time
we will we will
be early be late

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 Initiation/Planning Phase contd..
Randomness on critical path
Situation when early completion is not possible
Only chance is being late

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 Initiation/Planning Phase contd..
How do we reduce variability?
Add buffer to each task
But this doesnt work due to student
syndrome and/or lets make sure approach

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 Initiation/Planning Phase contd..
Approach 1
Early finish never propagates, but late finish
surely will !!

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 Initiation/Planning Phase contd..
Approach 2 Include design assumptions
RICEW*
LIST

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Reports, Interfaces, Conversion, Extension, Workflows
 Project Deliverable - Initiation/Planning
Phase
Project Management Related
Solution Related Deliverables
Deliverables
Requirements
To be business process flow
Definition
(new or mapped on As-Is Project management plan
Assessment
flow)
Workshops
Workshop Findings, Workshop Agendas and

recommendations Materials
Initial Requirements Mapping /
MS Project Management plan
Gap Documents (BR035)
Communication plan
Steering committee
participants and
presentation format
Solution Design
Finalized Gap Document Overall benefit map for the
and Functional
(BR035) project (Optional)
Specification
Initial Oracle To-Be Process
Flow (Future Process Initial risk log
Document-BR010)
Data Migration Strategy and
Setup/Initiate issue tracking
Conversion Plan (CV055
system
Conversion Data)
Team member
Instance Strategy Document
roles/responsibilities
Integration Strategy (TA.040) RAAIO Log
Initial Functional 25
On-boarding document
Specifications (MD050)
 Execution and Control Phase
After requirement session use prioritization
worksheet
Use Object Tracking Tool for maintaining
deliverable status
Development should not be started unless
business provides test scenarios
Prepare entrance/exit criteria for each test
cycles

Issue disposition during test cycles

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Defect / Training log / Parking lot
Execution and Control Phase contd.
Ensure risk log is updated on a weekly
basis
Do not use % completion field in MS Project
Plan. Instead use actual work and
remaining duration fields
Earned value is calculated accurately with
actual/remaining work
Start preparing training plan and content
Use Change Request and Log for new
requirements
Start preparing methods to tie up
converted data between source and target
systems
Few critical concepts in next few 27slides
 Conflicting Approaches
Scene 1

Scene 2

Client
Customer tells exactly
what is needed and
the shopkeeper
delivers it
Consulta
nt

Customer tells the symptoms and the doctor

diagnose the issue and prescribes a medicine

Both Scene 1 and 2 alone will not work

Best practice is to take a blended approach
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Customer Perspective - Example
Insurance company#1
DAY

You are in a car accident. Called the company. Company want you to
1
call the agent. You call the agent and could only reach voice mail

DAY

2 Able to reach the agent. Someone from claim office will call you

DAY

3 Claim is not yet assigned to a rep yet

DAY

You have a pain in the neck. Friend helps you to get medicine. Claim
4
rep had left a v/mail on your home phone

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Customer Perspective - Example
Insurance company#1 Contd..
DAY

You get connected to claim rep. But he handles only auto claim, not
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medical issues.

DAY

6 Car is taken to a mechanic and received a rental car. Neck is still

hurting

DAY

7 It is a Sunday

DAY

8 Call from second claim rep who handles medical issues

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 Customer Perspective - Example
Insurance company#1 Contd..

SUCCESS# 1 All calls should be reported through

agents

SUCCESS# 2
Assignment must occur within one
business day of being reported by the
agent

SUCCESS# 3 Claim rep should contact the customer

100%
within one business day SUCCESS
IN CLAIM
HANDLIN
G

Claim should be assigned based on

SUCCESS# 4
specialty (auto/medical)

But customer is already looking for another insurance. Key take away is system thinking vs. silo
thinking 31
Customer Perspective - Example
Insurance company# 2
DAY

1 You are in a car accident. Called the company. Claim rep called
in 10 minutes and arrived at scene in another 10 minutes.
Rep arranged an appointment with doctor next day
Rental car arrived in next 30 minutes
Tow truck arrived in 30 minutes and took the car
End of 1 hr all issues have been taken care!!

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Project Deliverable Execution and Control
Phase
Project Management Related
Solution Related Deliverables
Deliverables
Data Conversion Templates Validate entrance criteria for
CRP I (CV.060) CRP I
Deliverable status log (End of

each test cycle)
CRP I Configuration Initial survey using Value at
Documents (Set-Up Document risk assessment tool
BR100). (Optional)
CRP I Test Results and
Final Functional Specifications
document findings and
(MD050)
issues
Business flow scenarios based
MS Project Plan updates
on the solution design given in
(Weekly)
the signed BR010 document
Change Request and Log as
Test data setup
needed
First version for Configuration
Validate exit criteria for CRP
Documents for each functional
I and get sign off from
project track (BR100 Set up
business
document)
Updated Business Test

Scenarios
Final Oracle To-Be Process
Flow BR010 (Solution Design
Doc)
MD050 for all RICEW 33

components
Project Deliverable Execution and Control
Phase
Project Management Related
Solution Related Deliverables
Deliverables
CRP2/System Validate entrance criteria for
Configured SIT Instance
Integration Test CRP II/SIT
Finalize technical specification
Start preparing training plan
(MD070) for R.I.C.E
CRP II Test Results and
Load validate converted data document findings and
issues
Updated version for
Validate exit criteria for CRP
Configuration Documents for
II and get sign off from
each functional project track
business
(BR100 Set up document)
Updated Business Test

Scenarios (if needed)
Complete documentation for
technical specification
(MD070)
Rework of RICEW components

as needed

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 System Deployment Phase
Prepare project readiness checklist and
cutover plan before final UAT
Plan for an intranet website to publish hr to hr
status of the cutover process so that the
organization can view progress
Document contingency plan (for e.g. how to ship
materials manually if the system crashes on go live day )
Ensure mock cutover activities are
performed to perfect the timing
Include month end financial close
Always plan for a mock go live before go
live copy gold instance with full data and
setups
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 System Deployment Phase
Ensure at least one day of testing in UAT is
performed with all automated programs
scheduled as in production along with
other manual transactional activities
Many issues during first week of go live
attributes to one program stepping on another
when they were launched simultaneously
During test cycles programs are launched
manually and hence the chances of 2 or more
programs running simultaneously are pretty low
Ensure business users are 100% trained on
the system and they drive the UAT testing
Last but not the least, drink plenty of water during
cutover and go live week
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Project Deliverable System Deployment
Phase
Project Management Related
Solution Related Deliverables
Deliverables
Configured UAT Instance with
Validate entrance criteria
UAT converted data and custom
for UAT
objects installed
Train Client super users Complete findings for UAT

(trainers) Test Results Document

Complete final version for
Configuration Documents Finalize cutover plan
(Set-Up Document BR100)
Lead the creation and
Prepare and publish project
execution of the Cut-Over
readiness checklist
plan
Get cutover status intranet

website ready (optional)
Validate exit criteria for
End User
Training Materials UAT and get sign off from
Training
business
Train the Trainer program

execution
Execute final end user

training

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 Post Production/Transition
Prepare PM.010 Transition Strategy and/or
PM.030 Transition And Contingency Plan
(Oracle AIM)
Make it clear how client team will acquire
knowledge and what documents will be provided as
a part of knowledge transfer
Ensure tier 1 support is provided by project team
during first 3-4 weeks
Prepare lessons learned with input from client
business and IT
Prepare project completion report
Establish a workflow for issue resolution (see
samples in next 2 slides)
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Issue resolution workflow Sample
1

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Issue resolution workflow Sample
2

Having an
issue tracking
software (like
Remedy)
helps track
these lead
times

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 End goal is to avoid the
below

B C

A
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When A = B, but B not=C, we have When A not = B we have change
and certainly this !

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Backup Slides
Project Plan
If milestone is due within 3 days and
the progress >= 80% then status =
Yellow

If milestone is due within 3 days and

the progress < 80% then status = Red

For tasks If today (date) is past the

start date of the task and progress is
reported < (days since start/duration)
then Yellow to indicate a task with
insufficient progress.

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Instance Plan

Zero slack.
Any delay
will push
the
timeline.
Only
alternate
plan is to
run UAT in
CRP3
instance

Mock Go
Live
Final test
before
cutover

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Instance Plan

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Status Dashboard

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 Sample Benefit Map

Complet Desired
e Project Result of
or part the
of a program
project

Outcome
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Risk Log

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RACI Chart

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Requirement Prioritization

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Deliverable Status Log

Advance
notice to
Keeps track of
indicate when
# of days
a document
taken for
will be sent for
review and
review
approval
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Key Decision Log

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Test Script Within a Track (Summary)

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Test Script Within a Track (Detail)

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Cross Track Test Script

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Project Readiness Scorecard

Green when
High Priority Issue=0
and
medium issue < 5
Yellow when
High > 0 but < 3
and medium >5 and <
10
Red when
High >3

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Cutover Plan (Hr by Hr)

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Contingency Plan Template

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 THANK YOU
Thank you for inputs:
- Ramesh Doraiswamy (rdoraiswamy@gmail.com)

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