ERP Before you Leap Lessons Learned Lynn Vellinga State Accounting Officer State of Georgia NASACT A

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ERPBefore you LeapLessons LearnedLynn
VellingaState Accounting OfficerState of
GeorgiaNASACTAugust 22, 2006
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Project Background

• Implemented PeopleSoft 7.02 Financials in 1999
• Financials
• GL, Accounts Receivable, Budget Checking, Asset
  Management, Project Costing, Purchasing, Accounts
  Payable, Labor Distribution
• Human Capital Management (HCM)
• Payroll, Base Benefits and Human Resources (HR)

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ERP Systems in Georgia
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Why Upgrade?

• PeopleSoft Support
• New Functionality
• Set Foundation for Future Technology Changes
• Lessons learned from first implementation
• Cost to upgrade increases with of
  customizations
• Importance of Executive Sponsor/Business Owner
• Adequate post go-live support

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Implementation Project Timeline
Financials Upgrade
Schedule and funding contingency were included
in the plan.
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Drivers for Change to Upgrade Objectives

• Statewide Fiscal Management
• Budget Structure Changes
• Commission for a New Georgia

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What worked well (The Good)

• Planning
• Learning from others
• Estimating level of effort
• Proactive problem solving
• Prioritizing
• Managing with the end in mind
• Dealing with competition for resources
• Risk management
• Building contingencies and mitigating problems

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What worked well (The Good)

• Change Management / Communication
• Manage Expectations
• Use web site, emails, newsletters, presentations
• Frequent and consistent messages
• Agency / Department Readiness Checklist
• Involve End-User Community
• Planning, design, testing, training, roll-out
• Establish roles (Champion, Technical, Training)
• Involve Executive Community
• Use steering committee, project review panel,
  agency/user conferences, executive staff meetings

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Areas for Improvement (The Bad)

• Understand the Vision
• Involve the project team
• Communicate vision to team and agencies
• Timely Decision Making
• Impacts to schedule and quality assessed
• Scope changes need to be resolved quickly
• Responsibilities and Resources
• Multiple project managers and key resources
• Supplement project team
• Knowledge transfer

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Challenges and Opportunities(The Ugly)

• Expanding scope after starting project
• Balance the timely needs of the business verses
  the sunk cost of the effort to date
• Take time to expand the vision
• Recognize different methods of development
• Convergence of Critical Needs
• Conduct Impact Analysis with every key decision
• Triage issues constantly

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Other Considerations

• Its the change management that causes all the
  pain and agony.
• The things that were the most difficult, were
  the things that have paid off the most.

Autumn Bayles, CIO at Tasty Baking, from
Information Week, ERP Gets a Complete
Makeover, July 24, 2006