Knowledge in
implementing/managing
the IS/IT project
CASE-The Brose Group Implements
Page.396-398
971619
971627
971632
971634
971636
徐浩翔
黃筱軒
蘇巧如
曾柏韜
林瑋軒
971640
971652
971655
971659
王嬿淳
蔡玠辰
許峻瑋
魏正琪
971655 許峻瑋
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
company’s emerging needs.
Too many different information systems meant a lack of
standardization and hampered communication among
suppliers, plants, and customers.
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.
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.
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.
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.
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?
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
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
971632 蘇巧如
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.
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.
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.

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.

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.

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
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.
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.
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.
The Features and Functions of
Production Planning


Production planning performs capacity planning and
creates a daily/weekly/monthly production schedule for a
company’s manufacturing plants.
It involves
(1)forecast
(2)schedule production
(3)plan material
Features and Functions of PP that are
necessary to provide JIS
(1)schedule production
-- Production planning uses the
demand signal to schedule product
production.
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
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 won’t be used even
though they reached the customers at the
right time, in the right sequence.
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

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.
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.
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.
971659 魏正琪
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.
What kinds of IS are necessary to provide such
coordinated manufacturing planning?
Outline

IS that provide coordinated manufacturing
planning
1. Manufacturing Execution Systems (MES)
♦ What is MES
♦ Function of MES
2. Advanced Planning and Scheduling (APS)
♦ What is APS
♦ Function of MES

Compare MES & APS
♦ Similarity
♦ Difference
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.
Function of MES
for coordinated manufacturing
planning :
1. Manufacturing/Operations Scheduling
 Function
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.
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.
 It’s 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.
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.
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 capabilities
APS predicted by simulation, and analysis tools available will
help planners to use in the analysis, and then made the right
decisions.
Compare MES & APS(1)
Similarity：
Advantage
MES Reducing manufacturing cycle.
Reducing order processing error.
Reducing time of managing schedule.
APS Dealing with exception event .
Satisfying customer’s order rapidly and Flexibility.
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.
971640 王嬿淳
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.
Challenge Aspects :

Language Differences

Cultural Differences
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.
computer=laptop=desk-top computer=notebook 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.)
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?)
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)
Cultural Differences(1)
Thoughts problem :
Jokes 1: If there’s 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 won’t pay ; England people may say
something humorous ; but German may pick fly out ,and
test seriously whether there are germs in the beer. (link)
1.
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)
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
reports…etc.)
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
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 .
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.)
971627 黃筱軒
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 SAP’s customers obtain
from this product? In your response, consider both
R/3 customers who are and who are not automotive
manufacturing.
SAP for Automotive
– Overview Video

SAP for Automotive: Technology to Drive the Future
(video link)
SAP for Automotive
– Users




Automotive component and material suppliers
Automotive manufacturers
Automotive dealers
Automotive sales and service organizations
SAP for Automotive
– Business Process





Workforce and Talent Management
Financial Performance Management
Operations Management
Product Management
Sales and Service
Workforce and Talent Management

Core human resources and payroll


Talent Management


Standardize and consolidate all workforce-related process
and data onto one platform.
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.
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.
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.
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-inprocess inventories, material cost, and working
capital requirements.
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.
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.
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.
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
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.
Answer 5-1
2. 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.
3. 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.
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.
Question 5-3


What advantages do SAP’s customers obtain from
this product (SAP for Automotive) ?
In your response, consider both R/3 customers who
are and who are not automotive manufacturing.
Answer 5-3
★ For the customer who are automotive
manufacturing:
1. Improved efficiency
–
This product allows user to maximize revenue
opportunity, manage and control costs, improve quality,
and accelerate time to delivery.
2. Reduce risk
–
This product allows user to get early warning of
variation in demand, customer requirement, and
economic conditions.
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.
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.
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.
971619 徐浩翔
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?
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-sequence:Reduce buffers in production area,
improving wip and cycle time.
2. Ship-to-sequence then Receive-to-sequence:Reduce
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-sequence:Reduce the amount
of finished goods or semi-finished goods in inventory, freeing
up additional cash, and reducing carrying costs.
6.2 What can Brose do if its suppliers do not
provide JIS service?




Brose can:
1. Zero inventory makes Brose dosen’t 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.
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.
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.
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.
971652 蔡玠辰
Question 7
Describe Three Specific Ways
That Brose’s Investment In SAP
Will Help It Survive The
Automotive Crisis.
Crisis
1.
Brose found that too many IS will cause lack of
standardization and hampered communication.
2.
When using the new ERP application, Brose’s
employers do not really know how it works.
3.
Brose increased productivity, but cause some problem.
•
Overproduction
•
Unavailable needed parts.
•
Wasted process
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
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.
SAP R/3
•
SAP R/3 solve crisis 1.
•
Brose use SAP R/3 to standardize operations.
SAP lead the project
•
SAP team provided process consulting and
implementation support and it trained users.
•
SAP’s consultant and Brose’s experts worked
openly , flexibly and constructively.
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
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

.
971636 林瑋軒
Describe the ERP system
implementation methodology provided by
SAP
&
Oracle for E-Business Suite
Accelerated SAP Implementation
Methodology
Introduction (1)


Accelerated SAP (ASAP) is SAP’s standard
implementation methodology.
It contains the Roadmap, a step-by-step guide that
incorporates experience from many years of
implementing R/3.
Introduction (2)

The ASAP methodology adheres to a specific road map
that addresses the following five general phases:
Phase 1: Project Preparation
During this phase the team goes through initial planning and preparation for
SAP project.
1
2
3
4
5
Goal Setting
Implementation strategy
Implementation Sequence
Team
Sign Off
Define project goals and objectives
1.Clarify the scope of implementation
2.Establish the project organization and
relevant committees and assign resources
Define sequence in project has to be
executed
Core team + project team + consultant
team
At the end of phase every above steps will
be documented and will be signed off with
the client
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.
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).
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
4
Cut over
Strategy
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
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.
Phase 5: Go Live and Hyper care

The purpose of this phase is to move from a projectoriented, pre-production environment to live production
operation.

After Go Live the system is kept under motoring for
support for a small period, “Hyper care.”
Oracle E-Business Suite
Implementation Methodology
Implementation Flow Overview
Phase 1: Planning (1)
Planning Phase consists of two Activities:
Project Setup
Project Kick
Off
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.
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.
Phase 2: Design (1)
Design Phase consists of 3 steps:
Initial
Training
Business
Flow Demos
Answer
Questionnair
e
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.
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.
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.
Phase 3: Build (1)
Build Phase has 5 steps:
Run Setup Tool
Gap
Analysis
Adjust
Design As
Required
Run Setup Tool
on new instance
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.
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.
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.
Phase 4: Testing (1)
The Testing Phase consists of 3 steps:
Review/Modif
y Testing
Scripts
Perform System
Testing
System
Acceptance
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.
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.
Phase 4: Testing (4)
•
System Acceptance
Once the system acceptance testing is satisfactorily
completed, the system is ready to be implemented.
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.
971634 曾柏韜
(iii) Describe the ERP system
implementation methodology
provided by Oracle for PeopleSoft
Enterprise
(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
(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
(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
(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
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
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
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
2.PLAN & ANALYZE – (2)





Assessment of project risk
Determination of project documentation standards
Project kickoff meeting
Installation of software
Data conversion
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
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
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