MIS 261 Team 2
Devin Crosby, Ali Davutoglu, Sheau-wen Jou
Nov. 17, 2009

 ERP Project Management Methodologies
 Basic Methodology
 Waterfall Methodology
 Prototyping Modeling
 Critical Factors to an ERP Project Success
 Tools for Project Management Success
 Project Management Software Attributes
 Software Available On The Market
2

Specification of critical business goals: assumptions and limitations
Description of business processes that take into account specific of project management in the company
Determination of most important data sets
Specification of measurement factors
Selection of ERP system supplier and preparation of ERP project: Scope, Schedule, Budget
Procedures implementation
Data acquisition
Results evaluation
3

Definition
Construction
Change
Implementation
Change
Operation
Change &
Enhancements
4

Identification
Basic requirements
Development
Initial prototype
Implementatio n & operation
Problems 
Next prototype version 
Performing change
(change management)
5

Cost
Schedule
Quality
Stakeholders’ expectations
Scope
6

No clearly defined strategic goals or business plans
• Develop a business plan with proposed strategic and measurable benefits, resources, costs, risks, and timeline
Lack of top management commitment
• Have project charter approved by top management
• Invite the executives to participate in the project in order to get full support
7

Poor project management
- Unrealistic schedules and budgets
- Scope creep
• Define, manage and control scope
• Develop vendor selection process
• Develop the project plan with stakeholders
• Use the critical path analysis to determine the available resources and realistic timeframes
• Continue to monitor and control the progress through the project horizon
8

Resistance to change
• Develop a change management plan
• Invite users to collaborate in the design and implementation of the new business process
• Provide formal education and training to users
• Communicate sufficiently with employees
No appropriate implementation team
• Select the best people from each department, including both technology and business experts
• Develop recognition programs to retain good employees
• Ensure knowledge is transferred from outsourcing consultants
9

 Senior Financial Analyst

HP’s Global Business Systems Division
 Member of the Mergers, Acquisitions,
Divestitures and Outsourcing (MADO) team
 Project Lead on major acquisitions
12

 8% Growth
 Increase in EPS from $2.68 to $3.25
 GAAP operating profit of $10.5 billion
 Major Acquisitions
 EDS
 3Com
13

“It’s extremely important when taking on new SAP integration projects that the decision makers talk to the people in the trenches! Otherwise you end up with unrealistic deadlines and shifting objectives. On this new 3Com acquisition upper management wants to see immediate savings on the books so we were given only ten days to complete our due diligence research and develop an integration strategy, timeline and budget. It’s like shooting in the dark which ultimately means the project manger has to inflate the expected budget and pad the expected timelines to ensure we’re able to meet senior management expectations.”
14





Need to involve staff at all levels throughout the entire process
Review the processes before making decisions
Proper planning will save money and increase efficiency – even if you seem like you’re getting nothing accomplished for longer.
Change management tools are critical and even though HP is a large company not everybody gets the tools they need
15

 Ability to plan projects
 Task management
 Sharing and collaboration
 Document management
 Sharing calendars and contact
 Issue management
 Tracking time and resources
 Project Portfolio
Management (PPM)
16

Software Project
Management
Task
Management
Collaborative software
Document Issue
Management tracking system
Resource Project
Management Portfolio
Management
Webbase d
Aras Corp
AtTask
Basecamp
Central Desktop
Clarizen
Compuware
Changepoint dotProject
Yes
Yes
Easy Projects .NET
Yes eGroupWare
Genius Inside
Launchpad
MyWorkPLAN
Yes
Yes
Yes
Yes
LiquidPlanner Yes
MicroPlanner X-Pert Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
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No
Yes
Yes
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No
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No
Yes
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Yes
No
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No
Yes
No
Yes
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Yes
Yes
Yes
Yes
Yes
Yes
Yes
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Software Project
Management
Task
Management
Collaborative software
Document
Management
Issue tracking system
Resource
Management
Project
Portfolio
Management
Webbase d
Microsoft Office
Project Server
Microsoft Project
Yes
Yes
OpenProj Yes
Oracle Project
Portfolio Management Yes
P2ware Planner Yes
P2ware Planner
Server Yes
Planisware
OPX2/Planisware 5 Yes
Primavera Project
Planner (Oracle) Yes
Project.net
Redmine
Yes
Yes
Smartsheet
Teamcenter
Teamwork
TrackerSuite.Net
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
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Yes
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Yes
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Yes
Yes
No
No
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No
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Yes
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No
Yes
Yes
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