Shulou(Shulou.com)05/31 Report--

Xiaobian today takes you to understand how to improve the success rate of ERP system through reasonable allocation of implementation personnel. The knowledge points in this article are introduced in great detail. Friends who feel helpful can browse the content of the article together with Xiaobian, hoping to help more friends who want to solve this problem find the answer to the question. Let's study the knowledge of "how to improve the success rate of ERP system through reasonable allocation of implementation personnel" together with Xiaobian.

The individual's professional level of management is crucial to ERP projects. The understanding of management is the guarantee to find the integration point with ERP and the strong support to promote ERP implementation. The concrete embodiment is some unreasonable requirements to ERP project obstacles, or changing requirements, which are often seen in the implementation.

When the enterprise just implements ERP, in order to better carry out the system construction, many people will be specially arranged to participate in it, and even spend a lot of money to invite people from outside to help supervise it. Then, how should the members of the ERP system project team of professional small and medium-sized enterprises be allocated?

ERP project is a first-in-command project, which has reached a consensus in the industry, is beyond doubt. Generally speaking, ERP project team composition is roughly as follows:

Team Leader: General Manager or Finance Director or IT Director

Deputy team leader: IT department manager and other relevant department managers

Team members: IT department personnel and business backbones of other relevant departments

But we often see such a situation: ERP team leader as a hands-off manager, indifferent to the project;IT department managers are exhausted, and the managers of various departments are excuses to evade or disobey; the following business backbone because of their leadership attitude and different opinions and at a loss. The most exaggerated is the implementation of BAAN by a state-owned group in Luoyang. The personnel of IT department are sorting out and inputting basic data, while the personnel of business department are playing table tennis. The results of such projects can be imagined.

So, from the perspective of project team members, what causes similar team structures but different implementation outcomes? What factors of project membership affect the project?

Below, I have experienced three projects, different project team composition, to compare and analyze:

I. Case 1

Company Profile: Foreign-funded enterprise, 3000 people, production of rubber and plastic parts for automobiles and electrical appliances, and horizontal jacks. It is one of the 13 companies under the Group. The software modules applied are basically complete. The software is a professional ERP system for small and medium-sized enterprises uniformly used by 13 enterprises within the Group and has been put into use. The enterprise wants to standardize and optimize the process of the enterprise through the in-depth use of software, and realize automatic calculation.

ERP Project Leader: General Manager. The absolute leader in the company has absolute power to appoint and dismiss subordinates. He is an expert in enterprise management at the ashes level and has a deep height in strategy. The company's continuous improvement of management has been formed under his advocacy. I put forward two management concepts for ERP: one is to be rigid first, then solidified, and then optimized; the other is to do well in work, and to benefit its tools first.

ERP Project Deputy Team Leader: Finance Manager, Cost Logistics Manager, IT Manager. All three of them had ERP implementation experience, and they were all new to the company and wanted to make achievements. There is another advantage that is latent and not on the table: foreign monks like to chant scriptures.

ERP project members: Most of the company's professional ERP system operators are not full-time, and the examination on duty, salary is slightly higher than the same level of staff. The overwhelming training and relatively high treatment in the enterprise make employees think ERP is a good thing.

The final result: basically achieved the expected goal, in the jack factory to achieve automatic MRP calculation.

II. Case II

Foreign-funded enterprises, 1000 people, the production of precision machining for automobiles and electrical appliances die casting. The software used is a professional ERP system for small and medium-sized enterprises, version 9.4, which applies three modules of finance, warehouse and procurement, and the three modules are relatively independent and not integrated. The enterprise wants to integrate the three modules, realize the real-time transfer of data, and standardize the management process.

ERP Project Leader: Chief Financial Officer. In the company is the three handles, located under the general manager and deputy general manager, warehouse under the financial jurisdiction. Proficient in finance and cost, but no concept of ERP. The three modules are independent of each other, and the way they are posted at the end of the month is caused by the financial controller's fear of trouble. Anyway, the general manager thinks it's done well, that's good.

ERP project deputy team leader: purchasing manager, financial manager. The purchasing manager is a new member of the company and has experience in ERP implementation. He is dissatisfied with the independence of the three modules. With the company's strong demand for procurement and warehouse management improvement, it is proposed to integrate procurement and warehouse first, and then integrate warehouse and finance modules. The finance manager was also critical of the second entry of documents, and the two hit it off.

ERP project members: warehouse entry staff, procurement staff, financial staff workload did not increase, but still reduce the workload, so basically supportive attitude. Because it only involves process transformation and functional application, the only IT staff in the company does not pay too much attention to the project.

The final result: the three systems are integrated, the procurement process is well regulated, and all of them operate within the system. However, in the process of warehouse and financial integration, the initialization was delayed by two months compared with the plan because the material codes that were pushed back were not planned well.

III. Case III

State-owned enterprises, 1000 people, vehicle enterprises. The enterprise has not used any ERP system before, manual monthly settlement, inventory query, sales production purchase plan formulation rely on EXCEL statistical tables, for production and purchase plan to provide the basis, but the accuracy of warehouse data is very poor, in the audit time found a lot of problems. Through the implementation of ERP system for professional SMEs, the enterprise wants to query inventory at any time for procurement and production, make plans, speed up financial monthly statements, and improve inventory accuracy.

ERP Project Leader: Chief Financial Officer. The three directors of the company are the management personnel assigned to the company by the state-owned shareholders and are responsible for the shareholders. Academic management personnel, solid business skills, speak more gently, but very powerful degree. To finance manual month close accounts very is discontented, to inventory disallow very is indignant. I used to use UF financial software, so I have a good impression on the ERP system of professional SMEs.

ERP project deputy team leader: purchasing manager. Although this person has a deep understanding of ERP requirements and almost all the processes and documents are set by him, there is only one purchasing manager in the middle level who actually operates, which is one of the main reasons for the poor project effect.

ERP project members: among the following business personnel, the design and production personnel think that it is better to have less work than more work. Three new entry personnel are added to the warehouse, and the salary is paid for by the whole, so there is resistance. The purchasing personnel think that the entry work is increased, and there is dissatisfaction. And all personnel think: Even if ERP, also can not solve the fundamental problem, the wrong thing or not.

The end result: two months delayed, a few months running, and nothing.

As can be seen from the examples above, because each team member has a different background and experience, they have different views and approaches to the project. My personal conclusion is that in the project, the influence of individuals in enterprise management, the desire for management improvement, the degree of specialization of management, and the degree of awareness of ERP systems for professional SMEs will all affect the progress of the project.

1. Moreover, the higher the position of the individual, the greater the impact of the individual on the project. This is inevitable. This is the root cause of the first-in-command project; the general manager of Case 1 is a good example.

Second, it is the individual's desire for improvement: active improvement will always think of a way, passive improvement is mostly helpless compromise, or passive resistance; case 3, ERP project related personnel's negative attitude towards the project, to a large extent affected the project effect.

3. Furthermore, it is the individual's professional level of management, which is very important for ERP projects. The understanding of management is the guarantee to find the combination point with ERP, and it is also a strong support for promoting ERP implementation. The concrete embodiment is some unreasonable requirements to ERP project obstacles, or changing requirements, which are often seen in the implementation.

4. Finally, the degree of cognition of ERP. Corresponding to different personnel in the project team, there should be different levels of cognition: as a decision-maker, what is needed is an understanding of ERP principles; as a management layer, what is needed is an arrangement of ERP processes; as an executive layer operator, what is needed is familiarity with ERP software operations.

Individual influence → desire for improvement → management expertise →ERP cognition, this is the order in which I personally think individual factors affect ERP projects.

Thank you for reading, the above is "how to improve the success rate of ERP system through reasonable allocation of implementation personnel" all content, learn friends to quickly operate it. I believe that Xiaobian will definitely bring you better quality articles. Thank you for your support of the website!

Welcome to subscribe "Shulou Technology Information " to get latest news, interesting things and hot topics in the IT industry, and controls the hottest and latest Internet news, technology news and IT industry trends.