Hi there… Just a quick note to let you know that I have just released Episode 25 of Implement ERP Fast.

The Implement ERP Fast podcast series has now been up and running for 2 1/2 years and with this episode we have now covered the entire ERP implementation process!

Episode 25 addresses critical aspects of the actual cut over to your new system - affectionately referred to as Go Live.

Hope you find this episode useful.

Take care and until next time … Rick

Hi Folks - Sorry for the delay -

Big project in the works - heavy deadlines - but I'm gonna make it!!!

This post concludes the detail description of the 15 ERP Implementation Elements… Remember to review the last five episodes, as they have mucho additional information related to the Implementation Elements - so for the full story, be sure to check them out.

OK - Let's get to it… The Quality Elements are those that deal with training, testing and documentation. These elements are there to ensure that all of your work was not DONE IN VAIN!

Element M – System Admin / App Training / End User Training
Quality Element

• Training must occur throughout the implementation of the system in various parts of the organization. In the beginning, a core team must be trained on the basics of the specification, sourcing and qualification of a system. • Later on, training occurs during the system installation and configuration stages in the form of the administration of the system. • Next, process integration and then application training take center stage.

• End User Training is that point in the implementation where many focus their attention, where personnel are trained to perform those tasks / processes that make the company money.
• This element allows the project team to manage the training aspect of the implementation in a progressive manner that culminates in personnel that are ready to go - at Go Live.

Element N - System Testing / Verification
Quality Element

• Documentation is crucial to all aspects of your implementation. Things are changing on a daily basis and with the velocity of this change is the constant need to be reminded of
- where you have been,
- where you are and
- where you are going.
• Documentation must also be firmly in place to address regulatory concerns relative to the implementation.
• Documentation serves a key role in the development and delivery of training at all levels of the organization.
• This element provides reference, support and justification at all phases of the implementation process as well as at points long after your system has been implemented.

Well, that's about it for this post, and please note that these posts are just a tiny sample of the contents of the Business Software Implementation Tracker...the guide and tracking system that will be your companion throughout your implementation - ERP, CRM, SCM - it does not really matter, the "Tracker" will be there for you … Check it out…

Later

Rick

Happy Sunday…

In this post we are going to cover the last two Project Implementation Elements, System Security and System Reporting or Business Intelligence (BI).

Standard Reminder – the 15 implementation elements lie across your entire implementation – horizontally - and traverse all phases of your ERP / Business System implementation.

Being the 5th post in this series, if you have not read the previous ones, you are going to miss some of the foundation. The following info can stand on its own, but check out the previous posts when you have a chance.

Element K - System Security
Project Element

Digital security seems to be a topic of discussion in most technology circles these days and I don’t think that it is going to go away anytime soon. As software systems continue to become more sophisticated and integrated throughout the organization, the supply chain and across the Internet, the need for buttoned down security is essential. During the implementation of your software system, this element must be given attention in all aspects of the project.

• In justification and specification, security must be looked at from the current state and future state perspectives.
• In sourcing, qualification and purchasing, security must be looked at from the standpoint of a supplier that can appropriately meet your needs and continue to meet them in the future.
• During the installation, process integration and training phases of the project, security must be a subject that turns a theoretical solution in to a reality.
• Throughout process integration and training, security continues to take on a key role in building security methods, processes and systems and in training end users to assist in mitigating threats.
• The security implementation element is crucial to the overall success of the organization in guaranteeing stability in a way that assures that the company can progress and evolve with the confidence that data is secure and is only accessed by those authorized to access it.

 Element L - System Reporting / Business Intelligence
Project Element

• Extracting data from your system in the format required when and where you need it is a capability that to many is an afterthought.
• Reporting and BI (Business Intelligence) must be given ample attention early enough in the implementation process for the organization to be prepared to make needed decisions at Go Live and thereafter.
• Reporting is a critical implementation element given the fact that a software system is only a valuable and necessary as it provides you with the decision making information and intelligence that you require.

This concludes the Project Implementation Elements – In the next post, we will cover the three Quality Implementation Elements… Stay tuned…

Until next time… this is Rick signing off…

Oh, I almost forgot… if all goes well Episode 25 of the Implement ERP Fast Podcast will be released this week…

In this post we are going to move on to the second set of Project Implementation Elements.

Be sure to review the last couple of posts if you are just jumping in and be sure to subscribe to add these posts to your blog feed…

Part 1 - Implementation Phases and Steps
Part 2 - Implementation Elements - Reference Issues
Part 3 - Implementation Elements - Project Issues 1

In the second set of Project Elements we are going to cover two Elements; System Management and Configuration and System Customization.

System Management and Configuration is all about tailoring your system to meet your requirements and specifications. This is an ongoing activity and as you move through your implementation, depending on where you are in the evolution of your system, different focus must be given to configuring your system.

Next, System Customization; No matter what type of large scale system you are implementing, there will be aspects of the project that must be customized. BEWARE of this thread of the implementation. Keep VERY tight control over this activity; make sure that you needs are CLEARLY specified to avoid “feature creep”…

With that … let’s on to the meat of this post…

Element I - System Management /Configuration
Project Element

• System management is an obvious aspect of keeping any modern system up and running. However focus on the system itself throughout the life of your implementation will morph and attention to configuration is crucial to your success.
• In the beginning, the assessment of your legacy system to identify weak points will be the primary focus.
• Then to specifying a new system to best meet your future needs.
• As the implementation progresses, competent installation, configuration, migration and testing are all integral to your implementation.
• During integration and training, the system is further refined in User Interface (UI) and configuration.
• This element focus’ your attention on your core system architecture, it’s structure and functionality and the care and development of that system not only throughout the implementation but post Go Live as well.

Element J - System Customization
Project Element

• While I do not look favorably on system customization, it is usually required at one point or another in a new system (in some cases – many points).
• This element exists to develop, monitor / control and test customization efforts as they are usually expensive and are prone to grow and morph on their own – feature creep.
• This implementation element provides you with a focus on system customization to ensure that your changes are appropriate, are reasonably priced (generally speaking), properly testing and documented.

Well that’s about it for today… short – but food for thought.

Good day folks – in this post we are going to continue the discussion of the Implementation Elements.

In the last post I introduced you to the the business software implementation from the top down - First by giving you an overview of the implementation phases and then directly below that, the implementation steps. Finally we discussed the implementation elements as the "Runway" level of an software implementation and where most of the actual work gets done.

I left off discussing the first two Elements - the Description and the Deliverable of any given Implementation Step.

Let's pick up where we left off and move into the Team and Event elements…

Note - If you have not read the last post you should read it before you read this one…

Element C - Implementation Team Team and Event Element • There is usually only one implementation team. This team is comprised of senior management, and other key personnel. The members of this team must be hands on in the implementation of your system and act as the steering committee in guiding other teams in overall implementation. The Implementation Project Manager usually leads this team. • This element provides you with Implementation team focus at various phases in the implementation process.

Element D - Phase / Activity Teams
Team and Event Element

• Each Phase / Activity team has a specific purpose. These teams are mandatory for the successful implementation of your system.
• Phase / Activity teams are formed and then disbanded once their purpose has been served at any appropriate intermediate step in the implementation.
• Phase / Activity teams are extremely hands on and can be comprised of management, leads and other personnel that are key to that particular Step.
• This element provides you with guidance as to the teams that must be formed, what they should focus on and when they are required in the implementation.

Element E - Project Events / Meetings
Team and Event Element

• Project Events and Meetings occur at many points during an implementation. Many of these meetings are ad hoc, however, others are much more involved and require a great deal of planning.
• This project element allows you to look ahead and plan for these upcoming events in providing available space, ensuring that key personnel are present and that the event or meeting is properly planned and executed.

In the next post we will start discussing the first of the project elements…

Until next time… Rick

 This content is based on my implementation guide - The Business Software Implementation Tracker - Check it out …

Hi folks - Ready for another thrilling ride on the roller coaster ride called an ERP Implementation.

The first thing that I wanted to mention is that regardless of whether you are implementing ERP or CRM or any other large scale business software roll out, the implementation process is basically the same. It is for that reason that I might use the terms ERP and Business Software interchangeably in conversation as appropriate… There I've said it - I have been wanting to say it for a while … and I feel better…

OK, on with the ride… Over the last 7 posts, we have been discussing the overarching Phases and Steps of an ERP implementation.

The activities at the Phase level are usually strategic in nature and revolve around resource allocation. This is top level stuff and on a day to day basis you will probably not be talking about your software implementation here.

The Phases look like this:

When you go one layer down, the Implementation Steps come in to focus and you start thinking about the implementation in a little more detail. More frequent attention is given to the project at this level… however, it's still 10,000 feet…

If you want to look at where an implementation "Lives", you should focus on the business software Implementation Elements… The  "Runway" level.

The Implementation Elements are different from the Phases and Steps in that the Elements  span your ENTIRE implementation. The 200+ Implementation Elements (when put into a matrix across all 14 Steps) weave threads throughout the entire fabric of your implementation and while the Phases and Steps move you sequentially - in linear fashion through the process, the Elements adapt to fit your exact needs in EVERY Phase and Step. There are 15 Elements and I will discuss the first two today… These two Elements are what I refer to as "Reference Elements" as they relate to the basic definition of each Phase / Step but are more for clarification and definition only.

 The Step Description

The Step Deliverable
The second Element is the Deliverable and this differs from the Step Description

The Step Deliverable element clearly defines the completed work associated with each Step in detail.

While at first glance, the Step Description and Deliverable appear to be the same or very similar…they are different in the following ways:

Specifically, the Deliverable element is used during each Step Readiness Assessment review to determine if you are ready to move the next step.

Well, that's it for now - until next time - Wishing you success…

Rick

This content is based on my implementation guide - The Business Software Implementation Tracker - Check it out …

Good Day to All!

If you are ready to Go Live - You have travelled a long road…

This is the point in time where you have to double and triple check, test everything that you can think of. This is where the "rubber meets THAT road"…

While I am a big fan of doing whatever you can in house - Go Live is one of those times in your implementation where you need to have expert support at your facility - knowledgeable consultants with phones are on speed dial to the tier 3 support guys that can diagnose and fix anything…

The Implementation Team and other support teams sole role (poet eh?) is to ensure that End Users can do their jobs on Day 1 of Go Live… All those that are assisting the End Users should have a clear idea of the subject matter experts relative to all processes and other aspect of the implementation so that they can refer a problem to correct person IMMEDIATELY.

Being the eternal optimist, I am going to tell you that Go Live can be a breeze if you covered the 6 prior phases of the implementation of an ERP system. If you got lazy however, or cut corners, well… maybe Go Live is going to be a bit rougher…

Step 1 - Justification and Specification
Step 2 - Sourcing and Qualifying your ERP Supplier
Step 3 - Negotiating and Purchasing your System
Step 4 - Installing and Configuring your System
Step 5 - Process Integration
Step 6 - End User Training

So anyway … where the heck was I, oh, once you have made it over the finish line, be sure to sit down with your team and make a list those things that went right, and yes, those that didn't. (This is called a "post mortem"). Because, there WILL be a next time! While your system implementations are usually spread out - every 3-5 years (more for some), it will happen - for that reason, it's a good idea to have documented how things went. You will thank me 3 to 5 years down the road.

Well that's about it for now. You know, it's kind of ironic… After writing this blog and hosting the podcast for two years, I am finally getting to Go Live at just about the same time on both of them… Keep an eye out for the next episode of Implement ERP Fast - the next episode will be on end user training. It's been so long since my last one, I am sure that some thought that I "pod faded", but the truth of the matter is that I have just completed and am getting ready to publish the Business Software Implementation Tracker. More on that very soon.

Wishing you success…

Rick

Hi Folks - On to Step 6 of the ERP Implementation Process…

The previous posts have covered a lot of ground…

Step 1 - Justification and Specification
Step 2 - Sourcing and Qualifying your ERP Supplier
Step 3 - Negotiating and Purchasing your System
Step 4 - Installing and Configuring your System
Step 5 - Process Integration

And if you have not completed the above 5 steps, I would strongly advise you to complete them prior to even thinking about end user training…

If on the other hand you have traveled the long road to get to step 6 - first of all CONGRATULATIONS!…

So how do you train end users? There are any number of approaches but let me throw one that WORKS at you that HAS worked for me…

First of all, let me clarify, end user training is providing front line personnel with specific instruction in how to do his or her job.

It is NOT ERP System 101. That should have happened a while ago.

At this phase in your implementation, you have to train users in how to use your new system to perform their jobs. You have integrated certain processes that probably for the most part existed prior to your new system - maybe other parts are new.  Now you are performing some of the tasks that were once either done manually or on another system on your new one.

You have to give them clear guidance in how to do their jobs - and if you do a good job - if you have performed all of the steps and phases up to this point, your implementation will be successful. If not - well - I think it's pretty obvious what's going to happen…

So how to you go about doing conducting End User ERP training?

• First it has to be hands on. This isn't going to be a 20 minute PowerPoint…

• Next involve key users - those that have assisted in the implementation - perhaps supervisors and others that have expertise specific to the process you must train…
  
• The training should consist of 4 components…
  • A facilitator should walk the entire class through the process.
  • Have each student follow the process and another student through the process.
  • Have each student demonstrate his / her proficiency in front of the rest of the class - guided by another student (This keeps everyone paying attention.
  • Have each student watch while every other student walks through the process. No talk - just watching.

By the end of the session - all those that participated should be sufficiently trained to participate in the next Pilot. Those that didn't - well what can I say.

This method works - I have seen it in action many times….

Once all are trained in how to do their jobs … the only thing left to do is … Go Live - Next Post…

The Business Software Implementation Tracker to be Released any Day…

As mentioned in the last couple of posts - My new guide - The Business Software Implementation Tracker will be released shortly…

It is 450 pages packed with information - and takes the step by step approach that I have been talking about for a couple of years now on my web-cast Implement ERP Fast. This guide will provide you with a hands on tool and guidance from the very beginning in trying to build consensus, requirements specification, through sourcing, purchasing, installing, testing, process integration and training… whew …. no wonder it took soooo long to write the damn thing!

I will notify my list first - and will give them an special introductory price - so if you are not signed up - just head to the top of this page. If you are … Hang tight - I think you will like it…

To you success…

Rick

So if are implementing ERP - or any other large scale sofware system for that matter… Process integration In my opinion, is where your implementation either lives or dies…

Don't short change yourself by skimping on the step! Or for that matter any step prior to integration…

If you are at the point where you are ready to integrate business processes with your new system, then you have completed the prerequisites…

• Justified your system, defined requirements and developed a detailed specification document.
• Sourced an ERP system, Qualified and selected a supplier from your Short List…
• Negotiated and purchased your ERP system.
• Installed and Configured your system.

Without these previous steps fully completed - Process integration will be impossible - so make sure that you have laid a good foundation… OK, I think I made my point…

Next lets look at the definition of ERP - A system designed to integrate business processes to eliminate waste, increase efficiency and effectiveness.

While I wrote this definition on the fly and crafted it to make a point - While there are other aspects to ERP, process integration is huge.

So huge in fact that I devoted 3 podcast episodes to it - them out at Implement ERP Fast.

I have developed a 7 step system to integrate business process into your new ERP System.
The steps are as follows:

1. Selecting Process Integration Team Members.
2. Selecting Business Processes to be Integrated.
3. Reviewing and Revising Business Policies Related to the Business Processes to be Integrated.
4. Listing Business Process Scenarios or the "flavors" of the processes to be integrated.
5. Detailing each Busienss Process flavoer to be integrated - Step by Step.
6. Testing Processes that have been Integrated.
7. Document Processes that have been Integrated.

If you follow these 7 steps, you will eliminate a lot of voodoo from an otherwise complicated phase of your project.

Take for instance Step 1 - At first, you might wonder if this really needs to be a step… Well let me tell you… Some people are not cut out to integrate business processes. You have to have what I refer to as a "systems mind". You need to be able to "zoom in" and "zoom out" at appropriate times - focus on process in a disciplined way. If you pick the wrong guy or gal, you are going to go sideways FAST!

Next, Step 2 - What processes are you going to integrate in roll out? Most teams bite off more than they can chew and usually end up backing off as a result - give it SERIOUS THOUGHT.

Step 3 - Be real clear on what policies are going to drive process. Huh? Yeah policy - You know those guardrails that companies create to keep staff from driving off a veritable cliff in doing their jobs… For example, if you were integrating the Order Entry process, you would need to know what policies exist for "method of payment". You take credit cards, or COD, BUT NOT open billing, So with a clear picture on this policy you won't be developing process and setting up the system to accept 30 day terms. The beauty of this is that you can eliminate a lot of work and decrease frustration dramatically.

So that's the first 3 steps - think through the last 4 and see what you come up with - Drop me a comment and let me know what you think.

By the way…

The Software Implementation Tracker - a 400+ page guide is just about ready to launch. If you sign up on my list (above) you will qualify for a "List Only" introductory price - I will email you a special offer. Spend MORE time focusing on nuts and bolts of your implementation and LESS time "managing" your project.

Next post will will deal with Step 6 of an ERP implementation - End User Training.

Until next time - Rick - Signing off…

Hi Folks - It's been a while and sorry for that! I have been spending most all of my free time working on a new implementation guide, but that's not why you read my blog!

So let's get down to it… OK - Step 4, Installing and Configuring a new or upgraded ERP system.

The first thing that you need to know, is that YOU WILL need the help of one or more consultants on this one. Unless you are a serious propeller head, just setting up your database (SQL Server) is not for the faint of heart. And even if you are a geek, the "configuration" of SQL to optimize your ERP system's performance is going to require some tweaking …. tricks of the trade that you would have no way of knowing.

Next, installing your applications software… If you are even a little bigger than about the smallest candidate for an enterprise system, you are going to run your applications on a separate server. Believe me, this is not the time to be a tight wad.

Migrating data… what data do you bring over from your existing system? While you might want to bring all your data… some, actually a lot of it makes NO SENSE to even try and migrate… I am talking about "history"… Order history, inventory transaction history, purchase order history … whatever.. Now you ask… Why Not! you have years of transactions and you don't want to lose them! Read on …

Let me see if I can explain this in a couple of sentences … A transaction, like a Customer Order in an ERP environment consists of data usually coming from multiple places in the database - the customer master, the inventory master etc… and for that reason, the data is "related" right? That "Relationship" is the reason why it is extremely difficult if not impossible to bring it over… In order for the data to be properly related from one part of your system to another, it almost HAS to be transacted on your new system. If you just "dump" data in tables and hope that it properly relates, it ain't gonna work! When a real transaction occurs, there are these "database triggers" that "fire" as the transaction is occurring - ensuring proper relationship.

I hope that makes sense… HOWEVER,  if you can't bring over history, what can you bring over? Actually VERY IMPORTANT stuff … What I refer to as Master files … The customer master, the vendor master, the engineering master… Really key files right? You can't do business without them…

Next is testing. At this stage, while you don't know jack about the new system, you can still conduct basic tests, like … does a bill of material cost "roll up" produce the same results as your legacy system? Be kind of a bummer if you went live on your new system and your costing was completely different! I'll bet there are other things you can think of that you can test at this early stage… believe me, it does wonders for your blood pressure and maybe your sleep patterns…

Well, that's it for now and I hope I gave you a couple of things to think about. Be sure to check out my podcast at www.ImplementERPFast.com. I have hours of free audio on selecting, qualifying, negotiating, installing, configuring as well as intergrating business processes into your new system.

One more thing… what the heck - I will give a shameless plug for my new guide - "The Software Implementation Tracker": A 400+ page guide that takes you from the mere vision of maybe you are considering a new system alll the way to Go Live. This is a HANDS ON Guide that is kind of like a "Consultant in a Box" - Only YOU ARE in control and not paying a guy $250 / Hour!

The other part of this product that I am VERY excited about is an Excel application that I developed as a companion to Tracker - the Readiness Calculator…that will allow you to - without a bunch of project management gobbledygook - to visually track your progress… your "Readiness", every step of the way to Go Live. Easy and fast, so that you can attend to the real knowledge work of your implementation.

Until next time, this is Rick …. Signing off…

OK, so far we have covered…

Step 1 - You have Justified and Specified your ERP system - people are going to "have your back" if something goes wrong (and it will!).

Step 2 - You have Sourced, Qualified and Selected an ERP software package that is going to work for your business.

Now for Step 3 - Negotiating and Purchasing your ERP system…

I can say without reservation that negotiating and purchasing an ERP system is just about as complicated as a purchasing transaction can get. While you might have extensive experience buying capital equipment, few other purchases will have as many angles as an ERP system.

First, you have the software, OK, not a big surprise, then the hardware to run it … again not a shocker, then the network backbone upgrades, then come the consultants from perhaps 1, but more likely 2 or 3 different firms, then the maintenance and support, the internal personnel that you have to keep working on the project….

So there is a list of the major aspects to the purchase. Now negotiate the best price and terms for each one of them! This is not a cookie cutter deal. The sales people that you are working with, while they are probably ethical, are going to answer your questions, and you should be asking lots of them, are not going to volunteer everything that they know about the deal…

What do I mean by that, well let me give you an example… Let's say that you are buying the Quality module that is offered by the ERP supplier, and you know that the Quality module" consists of 15 key applications. However, the quoted package only includes "Quality module essentials", which means that you are only getting 5 out of the 15 apps. Don't laugh, this has happened to me and yes I did catch it before I bought a package… but this kind of stuff can happen all over the place.

So bottom line - Caveat Emptor (Buyer Beware). I think you get the idea. Next … Step 4, Installation and Configuration…

Until next time… Rick

So now on the Step 2 in the ERP Implementation Process.

Recall that in Step 1 you thoroughly Justified and Specified your new system. With that out of the way you are confident that you will have the support that you need and know what target you are aiming at.

In Step 2 of the implementation process - Sourcing the right ERP system, you are looking at as many packages as you can, narrowing the field and then qualifying and selecting a specific package from the narrowed field. Piece of cake right? …. Wrong! So many "experts" are out there, and every one of them has a bias towards one package or another…. Salesman, Consultant, it does not really matter, they have expertise in one or more specific products…

So you read the trade journals, you spend time in the forums, you Google "ERP", you read the propagan…. sorry "literature" and start making your list, checking it twice. Then once that list is made, you have to start eliminating those packages that don't meet your requirements and finally selecting one that comes as close to meeting them as possible.

So this is Step 2 and a VERY CRITICAL one in the successful implementation of an ERP system… Next - the 3rd Step in the implementation process …. Purchasing your system…If finding the right system sounds like fun… wait til you get my opionion on the Purchasing process…

Rick

Hi Folks … Rick here and sorry about the loooong delay in updating the blog…

Too many projects, not enough time - time flies….

So what are the 7 phases to implementing an ERP system?

Step 1 is Justifying the System and thoroughly Defining Requirements.

• Without buy off from top management, don't even think about moving forward with an implementation . With support you will be able to make it through the "rough spots".
• Then take the time to define system requirements. By this I mean clearly outlining every need and want that you have in a new system. Take a look at all of your existing processes and those processes that you have yet to implement. Which ones would you "integrate" in to your new system.

And don't think that this step only applies to a new system… it also is important when you are considering an upgrade.

While the emphasis on this site is ERP - this also applies to pretty much any major technology initiative - CRM, Supply Chain Management - even a new VoIP Phone System. So think about this long and hard - you will be glad that you did.

If you want to check out more of my thoughts and ruminations - go to www.implementerpfast.com and listen to my podcast on the subject of ERP implementation. I have multiple episodes that address Step 1 - Justifying and Defining Requirements on an ERP system…

Later….

I have just completed and released a free internet based "eCourse" that answers the question "What is ERP".

The reason that I did this is simple… I discovered that there are a lot of people out there that want to know! …

Further, if you are considering a new ERP system, are upgrading your existing ERP system or are somewhere in between - ERP Made Simple - an Introductory eCourse does not just define what ERP is, but goes further in explaining what ERP can do for your business, how it can add value, and how your older systems can prevent your company from accomplishing these goals.

If you want further clarification to the question "What is ERP?", you should check it out..

Enjoy

Rick

The ERP Roadmap blog is changing direction for a post or two…

We are going to be exploring the Success Strategies associated with a successful ERP implementation. A success strategy in is an approach and and intentional frame of mind that when followed will product a more desirable outcome …

Some of the areas that I intend to cover are…

• Leadership
• Communication
• Time Management… just to name a few.

These "soft skills"  are so important to the successful implementation of an ERP system that they really should be discussed and revisited throughout the life of your ERP project… It really does take constant review and reinforcement of the right way to approach leadership, communication, time management and other aspects of the success mindset to develop habits and ultimately instinct that will keep you and your team heading in a positive direction.

Let's take Leadership for example and specifically your approach in directing people and events on a large scale project to achieve desired results. You really want to provide an environment where your team as a unit can accomplish more that if all those involved attempted the their individual tasks on their own. While I tried to avoid using the word "Synergy", I just could not help myself!

One approach that I have found very successful, is giving people specific desired end products - or deliverables, and then giving them reign to exercise their skills and capabilities - then stay out of the way! This is easier said than done, but when you do it, you WILL KNOW IT.

So - Give them direction, give them goals and dates and then GET OUTTA THE WAY and see what they can do.

I recently released an Implement ERP Fast podcast episode on this subject - you might want to check it out…

Until next time… Rick

SYSTEM PERFORMANCE

Does your current system perform as well as a state of the art ERP system?

Does your software, hardware or system in general perform to levels that you would consider less than state of the art?

Let me give you a couple of comparisons between a legacy system and a new ERP system that I implemented a while ago:

• After moving to a new ERP system, where running my production planning module, MRP used to take 6 hours, the new system now takes between 30 to 45 minutes.
• Where a cost implosion (or roll up) used to take 2 hours, it now takes 30 minutes.

You can become complacent in performing our tasks and duties and at times might not realize that your systems performance is substandard.

I have learned over time that if I think that a particular system or module is not running as well as it should, it is either time for a tune up OR my systems performance might just be behind the curve.

Your system is “wound out” at 8,000 RPM’s on all 8 cylinders and other systems are just passin’ you by…

A little benchmarking might be in order. If you find that in fact your system is lagging in performance regardless of what you do, it might be that Performance is yet another “”driver” that will contribute to the justification of a new system…

SYSTEM DESIGN

Is your existing ERP system, the user interface, the database platform and other aspects of your system built on industry best practices?

In this day and age you might ask – isn’t everyone?…Not really…

You can see it at the systems level where an ERP provider produced a system built with a proprietary API - if you don’t think they are out there THINK AGAIN.

The user interface (UI) is another area where non standard design in common.

And as time moves on it is really inevitable that your system will become less and less standard:

• The older your system, the less likely that your hardware and software will be compatible with current technology.
• Standards change and as they do, manufacturers and publishers have no choice but to follow them.

Non standard or outdated software design can be a huge problem where the software still performs the needed task, but does so in an inefficient or unusual way. Put another way, the need for change is not strong, but bad habits are being built every day!

An example of this would be a non standard menuing or icon system where the menu items and icon graphics are not easily recognized … minor example in comparison to some…

I have seen current ERP systems that do exactly that. While I am all for creativity, this type of design is more for the programmers and graphic designers benefit and not the end user.

Proprietary design - what else could they do… in late 1970’s and the 80’s during what I call the Wild West of Manufacturing Systems prior to Local Area Network technology (LAN) and the Client / Server model. At that time, existing technology was such that companies had to build their systems on the old mainframe, distributed data or the dumb terminal model.

Looking for a new system? Look for systems that are built on standard hardware and with industry best practice software tools. In the long run you will be better off.

If your existing system is not up to standard, use your existing hardware and software situation to drive your justification for a new system.

With the release of the new Apple 3G iPhone on Friday 7/11/.08, came an iPhone meltdown across the globe where not only new subscribers but existing first generation iPhone subscribers where not able to activate or use their accounts… Bummer…

While I am sympathetic to people that have to go through this type of frustration, I really feel that they have no one to blame but themselves…

Which lead’s to Rick Nielsen's Number One Technology Axiom – Never Buy Bleeding Edge Technology – Software or Hardware – unless of course you have absolutely no choice.

The reason is obvious – I am not a genius (I am sure that you have figured that out by now!), but let OTHERS beta test the new stuff!

Give it a month or two to clean up the stupid things that no one ever thought about.

An iPhone is probably more complicated than any of us might think. It is really a well designed device, but it’s not THAT complicated… and look what happened!

Now think about a state of the art ERP system – ORDERS of magnitude more complicated than an iPhone. IF there was ever a reason to wait until the first service pack, the second release, buying a new ERP system would be it.

I completely understand that you dig software and really want the latest greatest version and features that maybe you have been waiting for, for a long time, but be patient…

Again – let someone else Beta Test the software – I mean really – you are spending hundreds of thousands, if not millions on a new Enterprise system.

You really don’t need the frustration - In the short term AND in the long run you will spend less time and money on your implementation…

Later…