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Navy ERP Lessons Learned

Program ManagementEarly identification of ChampionsNeed executive support throughout the entire implementation and stability phasesChampions lead the organization through the changeCommunicate priorities and impacts to the businessPartnership and communication is keySchedule Integration

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Navy ERP Lessons Learned

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    1. Navy ERP Lessons Learned

    2. Program Management Early identification of Champions Need executive support throughout the entire implementation and stability phases Champions lead the organization through the change Communicate priorities and impacts to the business Partnership and communication is key Schedule Integration – One Plan Plan for overtime and adjust personnel work schedules Get users involved early – Business Validation Team Provide reports access early to increase understanding of Navy business rules Critical business reports and the users interpretation One Team – co-locate SMEs to build relationships and work through issues quickly Customer, Navy ERP, Industry partners, FMO, DFAS

    3. Lessons Learned Change Management Recruit key stakeholders to the team - They have a vested interest to ensure the effort is well done – Change Champions User Accounts and Roles Start early with stakeholders on standard process and requirements for User Access Make sure appropriate procedures are in place for contractor personnel and foreign nationals to comply with user access regulations

    4. Lessons Learned Data Cleansing Have a rule: If we can close it in legacy and not convert it, do so! (Projects, Sales Orders, Purchase orders, Funding Documents, etc.) Data cleansing is a must – find the data anomalies Fix as many unmatched cash, NULO, UMDs as possible Start early to line the data up from various legacy systems (e.g. the cost centers for people in DCPDS need to be correct when we load them). As data goes into the SAP system it is validated and integrated. Data discrepancies become errors. Problems with Data in legacy systems will mean data problems in Navy ERP

    5. Lessons Learned Training Front load the training schedule with the critical roles so they can assist with validation and get an early view of business processes and business rules Business rules need to be available to trainers at the onset of Train the Trainer sessions Focus on the redesigned business processes, not the software Employ Subject Matter Experts as training resources Training is the first taste the users get of Navy ERP so you need to set this up for success Role Mapping Understand the functionality/business process provided by each role to correctly map employees Over-mapping and under-mapping cause extensive re-work and extensive employee aggravation Have all SAAR (information assurance) data prior to start of role mapping On-time completion of role mapping – Don’t let it drag out

    6. Lessons Learned Cutover = Data Conversion + Validation + Transition Not a one day event – it’s a process 24 x 7 operations Requires the dedication of many SME resources throughout the command to load, validate and catch-up manual processing Manual procedures must be documented and communicated addressing how will the business run while data conversion is ongoing Define expectations early – What is good enough Objective is to minimize the Transition time - Schedule developed to get through Cutover as quickly as possible (time determine from Mock Conversions) to minimize the amount of time in manual operations

    7. Back-Up

    8. Path Ahead New Program Plan

    9. Navy ERP Objectives

    10. Program Status Milestone A/B Aug 04 Milestone C Sep 07 Release 1.0 Financial and Acquisition Go Live Oct 07 Initial Operating Capability Achieved May 08 FY09 Certification May 08 Release 1.1 Wholesale and Retail Supply Business Process Scenario Review (CDR phase one) Apr 08 Critical Design Review Jun 08

    11. Navy ERP Accomplishments NAVAIR 1.0 “Go-Live” on 1 October 2007 21,000 Test scripts executed Trained and Deployed to 14,265 users at 8 sites 14 web based courses; 65 instructor lead courses 145,858 Roles assigned 99.8% Data Load success rate Over 14.8 million objects converted into the production system Transition completed on 21 December 2007 Introduce concept of 5 critical business as way to assess solution health - Introduce concept of 5 critical business as way to assess solution health -

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