Knowledge in implementing/managing the IS/IT project CASE-The Brose Group Implements Page.396-398

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Knowledge in implementing/managing the IS/IT
projectCASE-The Brose Group Implements
Page.396-398

• 971619 ??? 971640 ???
  971627 ??? 971652 ???971632 ??? 971655
  ???971634 ??? 971659 ???971636 ???

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The Brose Group Implements SAP One Site at a
Time (1)

• The Brose Group supplies windows, doors, seat
  adjusters, and related products for more than 40
  auto brands.
• In the 1990s, Brose enjoyed rapid growth but
  found that existing information system were
  unable to support the companys emerging needs.
• Too many different information systems meant a
  lack of standardization and hampered
  communication among suppliers, plants, and
  customers.

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The Brose Group Implements SAP One Site at a
Time (2)

• Brose decided to standardize operations on SAP
  R/3, an ERP application licensed by SAP that
  supports more than a thousand different business
  processes.
• The Brose/SAP Consulting team decided on a pilot
  approach.
• The team constructed the implementation to be
  used as a prototype for installations at
  additional plants.

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The Brose Group Implements SAP One Site at a
Time (3)

• The first time that Brose/SAP consulting team
  installed system was in a new plant in Curitiba,
  Brazil. Developing the first implementation was
  no small feat, because it involved information
  systems for sales and distribution, material
  management, production planning, quality
  management, and financial accounting and control.
• The second implementation, in Puebla, Mexico,
  required just 6 months for first operational
  capability.
• And the next implementation, in Meerane, Germany,
  was operational in just 19 weeks.

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The Brose Group Implements SAP One Site at a
Time (4)

• Modern manufacturing seeks to improve
  productivity by reducing waste, which means
  eliminating
• -- Overproduction that leads to excess
  inventories
• -- Unavailable needed and parts, which idle
  workers and facilities
• -- Wasted motion and processing due to
  poorly planned
• materials handling and operations
  activities
• Manufacturing that eliminates these wastes is
  called lean manufacturing.

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The Brose Group Implements SAP One Site at a
Time (5)

• To accomplish lean manufacturing, SAP has
  invented a business process it calls
  just-in-sequence(JIS)manufacturing.
• JIS is an extension of just-in-time(JIT), the
  pull manufacturing philosophy.
• Parts not only arrive just in time, but also
  arrive in just the correct sequence.
• To achieve JIS, Brose used SAP R/3 combined with
  a supplementary SAP module called SAP for
  Automotive with JIS.

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Question 1

• Reflect on the nature of JIS planning. In
  general terms, what kinds of data must Brose have
  in order to provide JIS to its customers? What
  does Brose need to know? It certainly needs a
  bill of materials for the items it produces. What
  other categories of information will Brose need?

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What does Brose need to know? (1)

• What kinds of data that will be used in the
  production.
• -- the name of Parts
• -- the quantity of Parts
• -- where the parts will be used
• -- when the parts will be needed
• -- what categories the parts belong
• -- products pattern

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What does Brose need to know? (2)

• What other categories of information will Brose
  need
• -- product scheduling
• -- the bill of materials specifying the
• components needed for the product being
  
• made
• -- the time that product manufacture cost

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Question 2

• According to the description on page 396, the
  SAP system included applications for sales and
  distribution, materials management, production
  planning, quality management, and financial
  accounting and control. Describe, in general
  terms, features and functions of these
  applications that are necessary to provide JIS.

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The Description of JIS

• Just in Sequence (JIS) is an inventory strategy
  that matches Just In Time and complete fit in
  sequence with variation of assembly line
  production.
• When implemented successfully, JIS improves a
  company's return on assets (ROA), without loss in
  quality or overall efficiency.
• JIS is mainly implemented with automobile
  manufacturing.

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The Efficiency of Sequencing

• The sequencing allows companies to eliminate
  supply buffers as soon as the quantity in
  component part buffers necessary is reduced to a
  minimum.
• If not sequencing according to scheduled variety
  of production, all required components must be
  stocked in buffers.

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Implementing JIS concepts

• A production sequence or final assembly sequence
  must be shared upwards to suppliers and
  sub-contractors.
• Feedback to customers must be organized according
  to the scheduled output to earn all positive
  financial effects.
• For this reason, the actual production sequence
  must be "broadcast" out to all relevant parties
  once it is firm.

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Limitations of JIS

• In many manufacturing operations, the actual
  production sequence cannot be planned ahead of
  time with enough certainty to enable sequencing.
• The main reason is that some manufacturing
  processes require re-work frequently so that a
  scheduled sequence becomes irrelevant.

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The Features and Functions of Sales and
Distribution

• The turnkey solution for the integrated handling
  of all tasks for sales, shipping and billing.
• This covers
• (1) fix a price
• (2) enter customer orders
• (3) set up deliveries
• (4) update stock levels
• (5) pack
• (6) monitor delivery
• (7) report on customers current balances
• (8) manage all billing and accounts
  receivables
• (9) risk management

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Features and Functions of SD that are necessary
to provide JIS

• (1) set up delivers
• -- When the delivery was set up, it will send a
  signal to production planning.
• (2) update stock levels
• -- When finding out the inventory is not
  enough, it will send a signal to material
  management.

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The Features and Functions of Material
Management

• It can deal with logistics that deal with the
  tangible components of a supply chain .
• It covers
• (1)acquire spare parts and replacements
• (2)control the quality purchasing and
  ordering such parts
• (3)the standards involved in ordering,
  shipping, and warehousing the said parts.

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Features and Functions of MM that are necessary
to provide JIS

• (1)acquire spare parts and replacements
• -- Materials management notifies the
• suppliers of the material requirements
• and the sequence in which they will be needed.

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The Features and Functions of Production
Planning

• Production planning performs capacity planning
  and creates a daily/weekly/monthly production
  schedule for a companys manufacturing plants.
• It involves
• (1)forecast
• (2)schedule production
• (3)plan material

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Features and Functions of PP that are necessary
to provide JIS

• (1)schedule production
• -- Production planning uses the
• demand signal to schedule product
• production.

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The Features and Functions of Quality
Management

• The system for quality assurance in all areas of
  the logistic chain throughout their entire
  product life cycle and react quickly when
  unexpected issues arise.
• It covers
• (1) plan quality
• (2) inspect quality
• (3) certificate quality
• (4) notify quality
• (5) control quality
• (6) test equipment management

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Features and Functions of QM that are necessary
to provide JIS

• (1) inspect quality
• (2) certificate quality
• -- Quality Management needs to inspect and
  certificate the quality of components.
• Improper components wont be used even though
  they reached the customers at the right time, in
  the right sequence.

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The Features and Functions of Financial
accounting

• Handle all your financial transactions in one
  system, with comprehensive tools and reports.
• It involves
• (1)handle financial transactions, including
  general ledger, journal entries, budgeting
• (2)setup account

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Features and Functions of FI that are necessary
to provide JIS

• (1)handle financial transactions, including
• general ledger, journal entries, budgeting
• -- When transactions occur, Financial
• Accounting need to make records for them.

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The Features and Functions of Controlling

• It covers
• (1)provide all function activities from
  controlling and planning, such as budget planning
  (expense) and sales planning (income)
• (2)provide standard reporting system in
  coordinating all finance/accounting internal
  process and documents.

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Features and Functions of CO that are necessary
to provide JIS

• (1)provide all function activities from
  controlling and planning
• -- Controlling Module controls the sequence to
  ensure components reach customers at the right
  time, in the right sequence.

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Question 3

• The Brose factory in Brazil produces more than
  doors for General Motors.The factory must
  coordinate the door orders with orders for other
  products and orders from other manufacturers.Wha
  t kinds of IS are necessary to provide such
  coordinated manufacturing planning?

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Outline

• IS that provide coordinated manufacturing
  planning1. Manufacturing Execution Systems
  (MES) ? What is MES ? Function of MES2.
  Advanced Planning and Scheduling (APS) ? What is
  APS ? Function of MES
• Compare MES APS ? Similarity ? Difference

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What Is MES

• MES is an modular information system that can
  manage operations from receiving the order,
  internal production began to product completion,
  planning and coordinating all production
  activities.
• It can make products on-time delivery, improve
  inventory turns by making manufacturing schedule.
  
• When production activities in an emergency, you
  can also provide on-site emergency treatment
  information.

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Function of MES

• Function for coordinated manufacturing planning
  1. Manufacturing/Operations Scheduling
• Collecting and analyzing data from orders, and
  concluding useful information like priority or
  characteristic of orders. Then making
  manufacturing scheduling by those information.
• 2. Dispatching production orders
• Assigning operations that are necessary. Allow
  modifying schedule that has made if there had any
  exception event occurring.

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What Is APS

• APS has powerful manufacturing planning and
  scheduling functions. Because it uses many
  progressive management planning techniques,
  including Theory of Constraints (Theory of
  Constraints, TOC), Operations Research
  (Operations Research, OR), genetic algorithms
  play (Genetic Algorithms, GA), etc.
• Its used to support and coordinate the
  manufacturing planning-related decisions. Limited
  resources, the pursuit of the balance between
  supply and demand planning the same time, the
  use of information storage and analysis
  capabilities in the shortest possible time, to
  achieve the most effective planning.

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Function of APS(1)

• Function for coordinated manufacturing planning
  1.Synchronized planning
• According to business objectives, while
  considering the company's overall supply and
  demand conditions, it makes supply planning and
  demand planning.2. Optimization planning
• At the same time taking into consideration
  corporate limits, to work out a feasible and
  optimized manufacturing planning.

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Function of APS(2)

• 3. Real-time planning
• Collecting a variety of real-time production
  data and real-time analysis and planning
  immediately, so planners can deal with many
  unexpected situations. It can deal with
  exception event such as delays in the supply of
  materials or emergency plug single immediately
  and quickly.4. Provide decision support
  capabilitiesAPS predicted by simulation, and
  analysis tools available will help planners to
  use in the analysis, and then made ??the right
  decisions.

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Compare MES APS(1)

• Similarity

Advantage
MES Reducing manufacturing cycle. Reducing order processing error. Reducing time of managing schedule. Dealing with exception event . Satisfying customers order rapidly and Flexibility.
APS Reducing manufacturing cycle. Reducing order processing error. Reducing time of managing schedule. Dealing with exception event . Satisfying customers order rapidly and Flexibility.
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Compare MES APS(2)

• Difference

Advantage Disadvantage
MES MES is a huge system, which includes all operations in the production process, not just the scheduling plan. Selecting it at the same time, also get other functions such as collect information, coordination, implementation and supervision of production functions. However, if you just want to find a system for schedule planning, many of its features may be with your original system to produce conflict.
APS After comparing with MES, APS as a system for schedule planning, which can be both its advantages, but also can be a disadvantage, depending on the needs of the administrator why. After comparing with MES, APS as a system for schedule planning, which can be both its advantages, but also can be a disadvantage, depending on the needs of the administrator why.
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Question 4

• Brazilians speak Portuguese, workers in the
  United States speak English and Spanish, and
  personnel at the Brose headquarters speak German.
  Summarize challenges to Brose and SAP Consulting
  when implementing a system for users who speak
  four different languages and live in (at least)
  four different cultures.

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Challenge Aspects

• Language Differences
• Cultural Differences

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Language Differences(1)

• 1.Communication and understanding problem
• Cause users may not understand how to operate
  system
• Solution need to provide multi-languages
  functions, but some translation may not be very
  accurate.(e.g. computerlaptopdesk-top
  computernotebook but laptop focus on putting
  it on the lap, desk-top computer usually put on
  the desk, notebook is focus on it's portable
  ,even it means all the same thing, but it focus
  on different things. Cause Americans call it
  based on it's use.)

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Language Differences(2)

• 2.Accent problem
• Cause users may make misunderstanding when
  contacting company talking about the system
  problems
• Solution use automatic online translators
  (Portuguese?English?German?Spanish) or use emails
  instead of phone.
• (link someone is asking for help and saying we
  are sinking, but the one get this message heard
  wrongly as the word thinking, so he asked what
  are you thinking about?)

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Language Differences(3)

• 3. Dialect problem
• Cause users may make misunderstanding or not
  understand when contacting company talking about
  the system problems
• Solution use each country's official language,
  rather than 1 standard language(e.g. Brazil use
  Portuguese Germany use German USA use English
  )and use automatic online translators
  (Portuguese?English?German?Spanish)

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Cultural Differences(1)

• Thoughts problem
• Jokes 1 If theres a fly in the beer, Chinese
  may drink it half then ask for compensate , then
  do it again at next store, put fly in the beer
  American will find lawyer immediately French
  wont pay England people may say something
  humorous but German may pick fly out ,and test
  seriously whether there are germs in the beer.
  (link)

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Cultural Differences(2)

• Joke 2 If losing one dollar in the street ,
  Chinese spit and say the one who pick it up then
  buy some medicine American may call police,
  report case and left phone number, then leaving
  with chewing gum England people never panic,
  just walk away gentlemanly Japanese must hate
  himself without carefulness, and Examines himself
  repeatedly at home German may draw coordinate
  within losing 100 meter square , and using
  magnifier to search it .(link)

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Cultural Differences(3)

• 1.Thoughts problem
• Cause the ways users operate system may
  different
• Solution Ask them why they do things this way,
  maybe the system need to correct to be more
  simple to use ,train users how to use, and
  communicate more(e.g. of communicate more Make
  presentation, e-mail, write reportsetc.)

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Cultural Differences(4)

• 2. Habits problem
• Cause the ways users operate system may
  different
• (e.g. Germans are more careful than others)
• Solution make guidelines for operating system
  and train users how to manipulate
• system

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Cultural Differences(5)

• 3. Management form problem
• Cause Brose headquarters may cause management
  system failure
• Solution There are 3 management types
• 1.Arbitrary 2.democracy 3.mixed
• Choose what it suits for users, and train users
  how to manage and maintain system .

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Cultural Differences(6)

• 4 . Emphasize on products problem
• Cause the needs of function when users operate
  system may different.
• Solution After hearing all users opinions,
  making the best method to fit different
  needs.(e.g. US focus on efficiency , but Germany
  focus on quality, then find a way to manage
  system and produce very few defection to make it
  safely and high production.)

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Question 5

• Visit http//sap.com/industries/automotive and
  investigate SAP for Automotive with JIS. What
  features and functions does this product have
  that standard SAP R/3 does not have? What
  advantages does SAP obtain by creating and
  licensing this product? What advantages do SAPs
  customers obtain from this product? In your
  response, consider both R/3 customers who are and
  who are not automotive manufacturing.

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SAP for Automotive Overview Video

• SAP for Automotive Technology to Drive the
  Future (video link)

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SAP for Automotive Users

• Automotive component and material suppliers
• Automotive manufacturers
• Automotive dealers
• Automotive sales and service organizations

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SAP for Automotive Business Process

• Workforce and Talent Management
• Financial Performance Management
• Operations Management
• Product Management
• Sales and Service

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Workforce and Talent Management

• Core human resources and payroll
• Standardize and consolidate all workforce-related
  process and data onto one platform.
• Talent Management
• Increase organizational performance, avoid loss
  of key talent, and reduce recruiting and training
  costs.
• Workforce scheduling and optimization
• Improve the productivity of the field service
  workforce.
• Optimize the usage of resources for field service
  and plant maintenance scheduling.

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Financial Performance Management (1)

• Enterprise performance management
• Provide optimal control and empower all
  stakeholders to respond quickly to dynamic
  business conditions.
• Financial close
• Automate and standardize labor-intensive tasks,
  and then enable faster cycle times, greater
  accuracy, and lower operating costs.

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Financial Performance Management (2)

• Financial analytics and reporting
• Give users the information and analytical tools
  that they need to conduct value-added analysis.
• Risk management
• Automate and monitor key risks and controls to
  maximize strategic and operational effectiveness.

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Operations Management (1)

• Make-to-order manufacturing
• Make-to-order is a manufacturing process in which
  manufacturing starts only after a customer's
  order is received.
• Improve capacity utilization while reducing
  work-in-process inventories, material cost, and
  working capital requirements.

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Operations Management (2)

• Inbound logistics
• Save time and money and improve operational
  efficiency when users order parts using forecast,
  just-in-time, or supplier-managed inventory.
• Outbound logistics
• Facilitate internal and external logistics
  collaboration to increase speed and efficiency,
  improve capacity utilization, and reduce
  logistics cost.

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Product Management

• Continuous product and service innovation
• Improve competitive differentiation and help
  ensure profitable growth by responding quickly
  and successfully to customer and market needs.
• Integrated product development
• Integrate product development processes to
  accelerate time to profit for new products.

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Sales and Service

• Aftersales support and service
• Align all aftersales service to maximize revenue,
  improve customer service, and reduce costs.
• Dealer business management
• Streamline and automate dealer operations, making
  it easier for customers to buy automobile and
  acquire need services or accessories.

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Question 5-1

• What features and functions does this product
  (SAP for Automotive) have that standard SAP R/3
  does not have?

Answer 5-1

• Operations Management Make-to-order
  manufacturing
• Reason
• Make-to-Order is a manufacturing process, so
  this function is suitable for manufacturing
  industry, such as the automotive manufacturing
  industry.

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Answer 5-1

• Product Management Continuous product and
  service innovation
• Reason
• The above-mentioned words, product and
  service, mean that automotive product and
  service. SAP for Automotive would investigate the
  demand of automotive customers and market, enable
  the automotive industry to continue product and
  service innovation.
• Product Management Integrated product
  development
• Reason
• The above-mentioned word, product , means that
  automotive product. SAP for Automotive must
  understand the automotive manufacturing process,
  enable automotive industry to integrate the
  product development.

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Question 5-2

• What advantages does SAP obtain by creating and
  licensing this product (SAP for Automotive) ?

Answer 5-2

• Stable customer source and income
• Customers and buyers who belong to the
  automotive industry are locked in, and SAP will
  have the stable customer source and income.
• Promote the other products
• At the same time, SAP can promote the other
  products to the users of SAP for Automotive.

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Question 5-3

• What advantages do SAPs customers obtain from
  this product (SAP for Automotive) ?
• In your response, consider both R/3 customers who
  are and who are not automotive manufacturing.

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Answer 5-3

• ? For the customer who are automotive
  manufacturing
• Improved efficiency
• This product allows user to maximize revenue
  opportunity, manage and control costs, improve
  quality, and accelerate time to delivery.
• Reduce risk
• This product allows user to get early warning of
  variation in demand, customer requirement, and
  economic conditions.

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Answer 5-3

• 3. Higher sales
• This product enables user to anticipate and adapt
  to market needs, identify new business
  opportunities, and explore new ways to grow
  market share revenues, and profits.
• 4. Faster time to market
• This product accelerate time to market by
  enhancing communication, improving collaboration.

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Answer 5-3

• 5. Improved supply chain management
• Locate-to-Order, make-to-order, and make-to-stock
  processes provide insights into demand,
  inventory, and capacity.
• 6. Enhanced aftermarket service
• With this product, user can understand customer
  needs, enhance customer service, and provide
  better support to maximize revenues.

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Answer 5-3

• ? For the customer who are not automotive
  manufacturing
• Customers in other industries do not have to
  purchase a product with specific functionality
  for automotive that do not apply to them.

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Question 6

• 6.1 Brose seeks to provide JIS service to its
  customers. Does this goal necessitate that Brose
  suppliers also provide JIS service to Brose?
• 6.2 What can Brose do if its suppliers do not
  provide such service?
• 6.3 Is there any reason why Brose would not want
  them to provide such service?

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• 6.1 Brose seeks to provide JIS service to its
• customers. Does this goal necessitate that
  
• Brose suppliers also provide JIS service
  to
• Brose?
• Yes, this goal necessitates that Brose suppliers
  also provide JIS service to Brose.
• 1. Pick-to-sequenceReduce buffers in production
  area, improving wip and cycle time.
• 2. Ship-to-sequence then Receive-to-sequenceReduc
  e the amount of component and semi-finished goods
  inventory overall in the plant, freeing up cash,
  and reducing carrying costs.
• 3. Make-Assemble-Build-to-sequenceReduce the
  amount of finished goods or semi-finished goods
  in inventory, freeing up additional cash, and
  reducing carrying costs.

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• 6.2 What can Brose do if its suppliers do not
• provide JIS service?
• Brose can
• 1. Zero inventory makes Brose dosent need to
  spend any cost on building storehouse.
• 2. Efficient productions by JIS service.
• 3. Show the SAP Appraisal table to Brose
  suppliers to prove Brose have had a lower cost by
  JIS service.

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• 6.3 Is there any reason why Brose would not want
  Brose suppliers to provide JIS service?
• If the inflation of raw materials is happened,
  the zero inventory will make Brose get the raw
  materials more expensive, that is, if the
  suppliers have the stocks, Brose will get much
  cheaper raw materials to save its costs.

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How Brose suppliers provide JIS to Brose

• 1. A production sequence or final assembly
  sequence must be shared upwards to suppliers and
  sub-contractors.
• 2. Production sequence must be "broadcast" out to
  all relevant parties once it is firm. This
  "broadcast" can be done over the phone, paper,
  email, or other automated IT system.
• 3. Once the sequence is broadcast, each party
  must immediately take action to deliver sequenced
  parts in time.
• 4. Quality inspection and poka-yoke must be
  implemented in the sequencing step to guarantee
  that the sequenced components match the assembly
  sequence perfectly.

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Poka-yoke

• 1. A poka-yoke is any mechanism in a lean
  manufacturing process that helps an equipment
  operator avoid (yokeru) mistakes (poka).
• 2. Its purpose is to eliminate product defects by
  preventing, correcting, or drawing attention to
  human errors as they occur.

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Question 7

• Describe Three Specific Ways That Broses
  Investment In SAP Will Help It Survive The
  Automotive Crisis.

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Crisis

• Brose found that too many IS will cause lack of
  standardization and hampered communication.
• When using the new ERP application, Broses
  employers do not really know how it works.
• Brose increased productivity, but cause some
  problem.
• Overproduction
• Unavailable needed parts.
• Wasted process

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Specific Ways

1. Use SAP R/3- an ERP application licensed by SAP
2. SAP lead the project
3. Lean Manufacturing
4. Just in Sequence

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SAP R/3

• Definition
• SAP R/3 is the former name of the main enterprise
  resource planning software produced by SAP AG.
• An enterprise-wide information system designed to
  coordinate all the resources, information, and
  activities needed to complete business process.

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SAP R/3

• SAP R/3 solve crisis 1.
• Brose use SAP R/3 to standardize operations.

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SAP lead the project

• SAP team provided process consulting and
  implementation support and it trained users.
• SAPs consultant and Broses experts worked
  openly , flexibly and constructively.

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Lean manufacturing

• Definition
• Lean Manufacturing , referred to as lean ,
  eliminate waste non-use of continuous rather
  than batch processes
• Solve crisis 3
• It can eliminate excess inventories
• It can eliminate idle workers and facilities
• It can eliminate wasted process

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JIS

• Definition
• JIS extends JIT so that parts not only arrive
  just in time , but also arrive in just the
  correct sequence
• To achieve JIS , Brose used SAP R/3 combined with
  a supplementary SAP module called SAP for
  Automotive with JIS
• JIS solve crisis 3
• .

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Question B
Describe the ERP system implementation
methodology provided by SAP Oracle for
E-Business Suite
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Accelerated SAP Implementation Methodology
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Introduction (1)

• Accelerated SAP (ASAP) is SAPs standard
  implementation methodology.
• It contains the Roadmap, a step-by-step guide
  that incorporates experience from many years of
  implementing R/3.

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Introduction (2)

• The ASAP methodology adheres to a specific road
  map that addresses the following five general
  phases

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Phase 1 Project Preparation
During this phase the team goes through initial
planning and preparation for SAP project.
1 Goal Setting Define project goals and objectives
2 Implementation strategy 1.Clarify the scope of implementation 2.Establish the project organization and relevant committees and assign resources
3 Implementation Sequence Define sequence in project has to be executed
4 Team Core team project team consultant team
5 Sign Off At the end of phase every above steps will be documented and will be signed off with the client
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Phase 2 Business Blueprint

• The purpose of this phase is to achieve a common
  understanding of how the company intends to run
  SAP to support their business.
• The result is the Business Blueprint, a detailed
  documentation of the results gathered during
  requirements workshops.

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Phase 3 Realization

• The purpose of this phase is to implement all the
  business process requirements based on the
  Business Blueprint.
• The system configuration methodology is provided
  in 2 work packages
• 1.Baseline (major scope)
• 2.Final configuration (remaining scope).

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Phase 4 Final Preparation
The purpose of this is to complete the final
preparation, which includes to the following.
1 Unit Testing Testing within each module.
2 Integration Testing Integrate testing of module ie., combine testing of all the modules which is implemented.
3 User training and Testing End users of each module will be provided training by corresponding module consultant. End user training document and user manuals has to be prepared. This documents has to be taken sign of f from the client
4 Cut over Strategy Before Go Live phase there will cut-over period for business process is carried. During Cut-Over period the master data and transaction data from legacy system will be migrated to SAP system. There are various tools available for this purpose LSMW, SCAT, BDC.
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Phase 5 Go Live and Hyper care

• The purpose of this phase is to move from a
  project-oriented, pre-production environment to
  live production operation.
• After Go Live the system is kept under motoring
  for support for a small period, Hyper care.

97
Oracle E-Business Suite Implementation Methodology
98
Implementation Flow Overview
99
Phase 1 Planning (1)
Planning Phase consists of two Activities
Project Setup
Project Kick Off
100
Phase 1 Planning (2)

• Project Setup
• This step consists of working with the Project
  board to plan all future activities, agreeing the
  scope of project, roles and responsibilities,
  resources and setting up project controls.

101
Phase 1 Planning (3)

• Project Kick Off
• A kick off meeting is organized which introduces
  the team resources from both client and
  implementer, setting the scene and briefing all
  resources on their roles and responsibilities.

102
Phase 2 Design (1)
Design Phase consists of 3 steps
Initial Training
Business Flow Demos
Answer Questionnaire
103
Phase 2 Design (2)

• Initial Training
• This is a high level training of the clients
  resources of the Accelerator process being
  followed, ensuring that they all understand the
  steps involved and their involvement in that
  process.

104
Phase 2 Design (3)

• Business Flow Demos
• This is designed to facilitate user understanding
  of how the processes operate, identify
  differences to their own processes, so that the
  consultants can identify configuration settings
  and changes required to meet the customer needs.

105
Phase 2 Design (4)

• Answer Questionnaire
• The Questionnaire is pre-loaded with industry
  standard setup information, such as the
  Organization Structure, the Chart of Accounts and
  standard value sets for account codes.

106
Phase 3 Build (1)
Build Phase has 5 steps
Gap Analysis
Adjust Design As Required
Run Setup Tool
Run Setup Tool on new instance
107
Phase 3 Build (2)

• Run Setup Tool
• Based on the answers in the questionnaire, a
  setup script will be created which is run on a
  test instance.

108
Phase 3 Build (3)

• Gap Analysis
• The consultants will review the issues and gaps
  and determine what course of action is required
  to overcome the issues.
• Depending on the nature and severity of the
  change required these may be handled as change
  notices to the project scope.

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Phase 3 Build (4)

• Run Setup tool on new instance if changes are
  required to the core design.
• If changes to the setup tool are required, then a
  second run of the tool can be carried out on a
  clean database.

110
Phase 4 Testing (1)
The Testing Phase consists of 3 steps
Review/Modify Testing Scripts
Perform System Testing
System Acceptance
111
Phase 4 Testing (2)

• Review/Modify Test Scripts
• Test scripts should reflect the implemented
  business processes with user data and should
  cover all business scenarios to ensure the
  business needs are met.

112
Phase 4 Testing (3)

• Perform System Testing
• System Acceptance Testing is carried out by the
  Client users, supported by the consultants to
  ensure that the system functions as designed.

113
Phase 4 Testing (4)

• System Acceptance
• Once the system acceptance testing is
  satisfactorily completed, the system is ready to
  be implemented.

114
Phase 5 Transition and Go-Live

• Final Data Load
• The transition period also needs to be carefully
  managed to ensure smooth transition between use
  of legacy systems and use of the new
  implementation system.
• Go Live
• This is the ramping up of activity within the new
  system, and involves ensuring that all
  transactions are working correctly and that all
  users understand the activities they need to
  follow.

115
971634 ???
116
(iii) Describe the ERP system implementation
methodology provided by Oracle for PeopleSoft
Enterprise

117
(iii) Describe the ERP system implementation
methodology provided by Oracle for PeopleSoft
Enterprise(1)

• 1.Project Planning
• Plan the engagement to the task level based
  upon the current information
• 2.Analysis and Design
• Gather additional data in order to prepare
  preliminary designs to meet the desired results

118
(iii) Describe the ERP system implementation
methodology provided by Oracle for PeopleSoft
Enterprise(2)

• 3.Configuration and Programming Configure the
  application to process in such a manner to meet
  expectations using best practices
• 4.Testing
• Test the functionality of the configured
  system and the operational readiness

119
(iii) Describe the ERP system implementation
methodology provided by Oracle for PeopleSoft
Enterprise(3)

• 5.Transition
• Coordinate and inform all organizations of the
  solution
• 6.Post Production
• Make appropriate adjustments and fine tune the
  solution

120
(iv) Describe the ERP system implementation
methodology provided by Oracle for JD Edwards
EnterpriseOne

• (1)ASSESS
• (2)PLAN ANALYZE
• (3)DESIGN CONSTRUCT
• (4)TEST
• (5)DEPLOY SUPPORT

121
1.ASSESS - (1)

• Business drivers which business issues are
  motivating action
• Stakeholders who will benefit and are investing
  in the solution
• Project objectives what are the specific
  objectives that must be met to achieve success
• Functional review identify business
  requirements for system alignment

122
1.ASSESS (2)

• Technical review assess current and
  desired-state infrastructure requirements
• Resources assess the organizational capacity to
  support a change initiative
• Assess project risks, assumptions and constraints
• Definition of preliminary scope

123
2.PLAN ANALYZE (1)

• Project strategy workshop
• Definition of final project scope
• Identification/commitment of project resources
• Definition of project roles/responsibilities
• Development of communications plan

124
2.PLAN ANALYZE (2)

• Assessment of project risk
• Determination of project documentation standards
• Project kickoff meeting
• Installation of software
• Data conversion

125
3.DESIGN CONSTRUCT

• Net change/technical staff training
• Software configuration
• Development of preliminary menus
• Development of security strategy
• Validation of data conversions
• Development of custom code (reports, interfaces,
  modifications) requirements and specifications
• Development/unit tests of custom code
• Development of technical documentation
• Development of end-user documentation

126
4.TEST

• Development of test scripts
• Integration testing
• Performance testing
• User acceptance testing
• Adjustments to software configuration
• Adjustments to custom code
• Adjustments to security
• Performance tuning

127
5.DEPLOY SUPPORT

• Review and resolve outstanding issues
• Deliver remaining end-user training
• Develop cutover plan
• Deliver cutover communications
• Perform final data conversion
• Validate final data conversion
• Provide post go-live support