Administrative Challenges and Overview of Facts

FactsERP Administrative Challenges

Enterprise resource planning (ERP) implementations over the last two decades have generated significant value for companies across U.A.E, yet only a portion of this value comes from the initial implementation, because of the magnitude and complexity of the effort and the immediate change that results, the rest of the value generally comes later, as the organization learns how to manage the administrative challenges associated with an ERP implementation and effectively take advantage of the new system’s capabilities. So here were are with a bang presenting you FactsERP which has stood unbeatable resource for all your questions to come.

FactsERP’s Objective After this presentation, you will better understand the administrative challenges associated with an ERP implementation and will be better positioned to leverage a Center of Excellence to help address these challenges.

Case Study by “FACTS Computer Software House LLC”

Administrative Challenges : Facts Business Alignment

	ERP Solution scope & boundaries
	Changes to the Organization
	Business requirements
	Budgeting &
	Compliance

Administrative Challenges: Facts Data Management

	Master Data Management
	Data Governance
	Data Quality
	Privacy
	Reporting
	Back-up Recovery
	Archiving

Administrative Challenges: Facts Change Governance

	New business requirements
	Helpdesk and errors
	Competing priorities
	Promote to production
	Code and configuration management
	Solution document repository
	Training / Knowledge Transfer (KT)

Administrative Challenges: Facts Support Strategy

	In source/Outsource/Offshore/Near shore
	Change timeline
	Technology environment
	Change processes and workflow
	Enhancements
	Patch management

Final Thoughts

As we have noted before, an ERP selection project is a key component to a successful ERP implementation. Very often, implementation projects that fail to attain expectations can be traced back to poorly executed ERP selection projects. That’s why it is important to remember that manufacturers gain value when there is a careful approach to ERP selection methodology.

Enterprise resource planning (ERP) implementations over the last two decades have generated significant value for companies, Yet only a portion of this value comes from the implementation, because of the magnitude and complexity of the effort and the immediate change that results, the rest of the value generally comes later, as the company learns how to take advantage of the new system’s capabilities.

Companies should establish a new organization that allows for continuous improvement of the ERP solution and the processes it supports to realize the entire value of their investment. This organization, or center of excellence (FactsERP COE), forms a crucial link between the business, the ERP solution, and the information technology (IT) department to achieve the company’s goals and performance objectives.

The case for FactsERP Center of Excellence (FactsERP COE)

The historical approach of separating IT and business does not work with ERP.
This is true for implementations where cross-functional, integrated teams are used to develop complex solutions – and for maintaining and improving the ERP solution.
The ERP solution and work related to the solution will continue to require collaboration between cross-functional business and IT professionals.

FactsERP Center of Excellence

FactsERP COE organizations have many similarities with ERP implementation project teams in that they require similar disciplines.

One critical area where FactsERP COE design may differ from an ERP project is in reporting relationships. FactsERP projects are temporary entities and traditionally have ad-hoc or nontraditional reporting relationships. FactsERP COEs, on the other hand, are permanent sustaining organizations and should have formal and structured reporting relationships.