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A large number of company areas that have to be implemented. More and more customers and suppliers that have to be integrated. More and more cross-department and cross-location business processes that have to be synchronized. Looking at these requirements makes it clear how important it is to plan the implementation of an ERP software down to the last detail. And this is precisely what Asseco provides. The APplus ERP II software can be implemented reliably and cost-effectively thanks to a simple, tried and tested project implementation methodology. The methodology is marked by a healthy mix of standardized workflows and active inclusion and implementation of customer-specific functions.
The project manager develops the specific project plan with its focal points and milestones for the implementation of our ERP software together with the company using it, while monitoring the ongoing costs and deadlines. Essential functional cycles are covered by predefined workflows in APplus, which have been prepared with standardized procedures and training workflows. Detailed concepts are created wherever deviations are required and customer-specific adaptations can be made as needed.
The functionality of advanced ERP systems covers an increasing number of business areas in rapid development stages. The potential to optimize cross-departmental and inter-site business processes right through to directly connecting clients and suppliers to the ERP program is always increasing. Consequently, the increase in functionality has led to a sharp rise in the requirement for implementing systems efficiently at client companies and for individual users. As a result, an advanced project implementation methodology is more crucial than ever in successfully implementing ERP.
In the preparation stage, many hard and soft specifications and requirements must be defined, clarified and recorded. Starting with the various different project objectives in the functional and process areas to employee information and motivation and the specific strategy, such as "big bang" or modular, right through to a detailed flow chart for the implementation of the ERP software.
The necessary useful modifications and customizations can be planned based on a fundamental analysis and documentation of the existing business processes and company organization. Initial basic training with our APplus ERP software should indicate the possibilities as well as barriers at this early point in time.
Preparing a precise project flow chart has become much more important for the implementation of our APplus ERP software, allowing for reports that regularly check objectives, dates and budgets, approval of individual actions and dates of steering group meetings.
In addition, more focus is now being put on user acceptance as well as means of recognizing and promoting it. As a result, one of the project manager's tasks, which should not be understated, is the ongoing promotion of the new ERP program via the associated workflow changes for employees in the individual departments. When all processes have been recognized, defined and recorded, the steering group meets and initiates the transition into the second stage.
In addition to the two project managers, the client's managing directors, key users, and business area and section heads should be involved in the implementation of the new ERP software. Core topics for the steering group are the time and budget plans specified in the preparation stage. Provided that all prep work has been dealt with, many risks and problems during the implementation and roll-out stages are minimized.
In the implementation stage the project managers are faced with both technological and organizational challenges. In the technological area, the interfaces to be implemented, successful data transfer and the implementation of client-specific adjustments all play a key role. In view of the advanced solutions which influence the work processes in almost all departments, success depends on intelligent resource planning.
The workflows in the departments have to be adjusted once more when introducing the different modules of our ERP software in order to promote user acceptance and achieve the greatest possible benefits from the new solution.
The employees' workload must be taken into account here, for example around trade shows or in high-selling months.
In the case of a conventional introduction in stages, there will be duplication of effort on the part of the employees. They can work with the respective new module functions, but must continue to work in parallel with the old system because there is no overarching data flow. Integration tests and training for key users mark the closure of the introduction of each module.
Even the best project manager would be overwhelmed by the introduction of advanced ERP software without the support of a powerful project management software tool. This maps all preparations in stage one and acts as an important foundation in the implementation stage. In addition to deadline, order and resource planning, the tool enables progress monitoring and saves other helpful tools such as logs, checklists and concepts.
An activity plan showing open actions and providing information about deadlines is crucial. The activities are clearly structured according to area of responsibility and priority. Documentation and test logs are other important functional building blocks.
When the implementation stage is complete, the steering group meets again in order to analyze progress on the project to date and evaluate possible risks during roll out of the new ERP software. When all modules have been activated and the integrated functionality has gone live, there is always a residual risk at the start of real-time operation, depending on the complexity of the entire project. Extensive testing minimizes this risk.
The go-live of our APplus ERP program consists of two processes: User training and live data transfer. The former should definitely include specific practice drills.
The challenge for the project manager lies in clearly communicating the benefit of the multifaceted and expanded functionality of the ERP software to the users in order to achieve a high level of acceptance.
The expected improvements and enhancements for each individual's daily work must outweigh the complexity they experience in using the new solution with its many new operational requirements and modified processes. When the users have been trained in how to use the new ERP software, the live data transfer and the actual real-time start can take place.
Efficient knowledge transfer and qualified employee training are increasingly becoming key factors for successfully using ERP II solutions. Our training program helps you optimally implement the performance potential of APplus into your work area. This is why we provide you with training for various target groups based on real-world applications.
After the go-live, the support team assists you with user questions and in resolving system technology problems. You will find a qualified contact person for every question. There is online access to support from Asseco Solutions in every customer installation, allowing even challenging problem analyses to be carried out directly in the installation at the user's site. In addition, comprehensive support infrastructure is available to our customers and partners on the Internet.