COMPREHENSIVE IMPLEMENTATION PROPOSAL FOR ERP SYSTEMS

Running head: COMPREHENSIVE IMPLEMENTATION PROPOSAL FOR ERP SYSTEMS
Comprehensive implementation proposal for ERP systems
(UBank, Australia)
Name of the student:
Name of the university:
Author Note

1COMPREHENSIVE IMPLEMENTATION PROPOSAL FOR ERP SYSTEMS
Executive summary
The following reports assess the case of implementation of ERP at UBank from Australia, which is
chosen as the case study. This Australian direct bank performs the activities as the suitable division
of NAB or National Australia Bank. Moreover, the system design and system analysis are performed
here for the ERP system and the methods the system is to be developed, examined and deployed are
understood from the study. Apart from that, the different post-implementation activities, the risk
management, project management and effective change management regarding the current case is
also evaluated here.

2COMPREHENSIVE IMPLEMENTATION PROPOSAL FOR ERP SYSTEMS
Table of Contents
Introduction:..........................................................................................................................................3
The description of the organizational context:......................................................................................3
The external and internal operating environments:...............................................................................4
The problem and opportunity for IS/IT at Ubank:.................................................................................5
Justification of ERP system at UBank:..................................................................................................5
Explaining how the system must be developed, tested and implemented:............................................9
Post-implementation activities:...........................................................................................................11
Demonstration of project management, risk management and change management related to the
present case:.........................................................................................................................................12
Project Management:.......................................................................................................................12
Risk management:...........................................................................................................................13
Change management:.......................................................................................................................15
Conclusion:..........................................................................................................................................15
References:..........................................................................................................................................17

3COMPREHENSIVE IMPLEMENTATION PROPOSAL FOR ERP SYSTEMS
Introduction:
The ERP is the industry acronym for the “Enterprise Resource Planning”. From a wide
extent, ERP indicates to the integration and automation of the core business of the company. This is
helpful to concentrate on simplified and effectiveness success. This includes taking the customer
orders, keeping inventory records, scheduling operations and keeping financial data. The ERP
systems have numerous advantages helping the entire business performance control for any business.
This is done through providing efficiency, analytics, visibility and intelligence round all the aspects
of the business (Elbardan, Ali and Ghoneim 2016). To understand the implementation of ERP, the
UBank from Australia is chosen as the case study. It is an Australian direct bank operating as the
division of NAB or National Australia Bank. They operate within the banking license of NAB and
utilizes the risk management, balance sheet and technology infrastructure. They are taking part in the
deposit guarantee scheme of Australia. Next, the system design and system analysis is done for the
ERP system and the ways the system must be developed, examined and deployed are also
investigated. Further, the post-implementation activities, risk management, project management and
change management related to the implementation is demonstrated.
The description of the organizational context:
UBank believes in the fact that happiness is vital than money. Their aim is simple and plain.
From 2008, their concentration is to take care of the community and customers having honest
support, convenient, knowledgeable and easy-to-utilize banking products. Regarding honesty and
integrity, they are totally transparent regarding their rates of interest. They provide rewards for the
customer loyalty and local support group to treat like an actual person and never account number
(Varghese and Varghese, 2020). Regarding competiveness they provide largely competitive rates

4COMPREHENSIVE IMPLEMENTATION PROPOSAL FOR ERP SYSTEMS
having no secret agenda and keep the fees least around the products. They have constantly been
reviewing the application process to assure that they are supportive and easy as they could be. As far
as innovation is concerned they have developed the easy and fast online. They expert teams have
been continually innovating the development of what they provide. For security they are able take
benefits of the global capabilities and financial strength as one of established banks of Australia
(U.bank, 2020).
The external and internal operating environments:
The internal factors are affected through the managerial decisions of UBank. The
management decisions as per the internal factors affect the operating results. The effective
management decisions lead to rise in profitability and greater firm value and the vice versa. Their
every internal fact impacting the profitability ate served from the financial statements. Nevertheless,
the loss and profit statement and the balance sheet are the main principal financial statements from
where he data regarding those internal factors could be retrieved (Ubjonline.com 2020). Apart from
that at Ubank, the composition of liabilities and assets are vital balance sheet on the basis of internal
factor. This is utilized for finding the profitability of UBank. The acceptance of deposit and then
lending loans are the main functions of banks. As the bank loans are regarded as the primary source
of the revenue for UBank, thus it is intended that it has positive impact on the profitability of bank.
On the other hand, their external facts are never managed by management and affect the process of
decision making. Their macroeconomic variables have been notably affecting their performances.
During economic development, the demands for bank loans have been arising and decreasing
recession time. Their credit risks have been decreasing during the time of greater growth due to the
fact that profitability rises during the financial development strengthening the capacity of the debt
serving of the other borrowing firms. Next, there are financial structure variables. The higher ratio of

5COMPREHENSIVE IMPLEMENTATION PROPOSAL FOR ERP SYSTEMS
UBank’s asset to the GDP denotes the fact that their financial development if vital for financial
development (Ubank.com.au 2020).
The problem and opportunity for IS/IT at Ubank:
As an opportunity Ubank has developed truly agile operating model. To do away with their
disruption mindset, they have looked for PaaS or Platform-as-a-service innovation providing core
control to the developers and helping to conserve resources. Next, there is the partnering with the
IBM Bluemix. Leaders of UBank has seen real value immediately in their delivery speed and
developing new products. Next, there is fast-tracking of artificial intelligence experience. Regarding
problems, the development of their home loan customer base has been an important aim. Hence,
there is has been the opportunity of constantly refining and enhancing the experience of application
for making that as simple as possible for the clients. The opportunity developed by Ubank and the
overarching mandate has been the disrupt banking (Malihi, Movahedi-Sobhani and Aghdasi 2016).
For instance, their chatbot Mia can be considered. Here, the problem was that as they were searching
for the customer pain-points, their home loan applications has been flagged. Thus there is the
opportunity that is required to be changed. Furthermore, they began to work with IBM during 2016,
particularly with the team of Watson for looking at the way to utilize AI for making things easy.
This relationship has kicked off as IBM walked in and revealed that it can perform anything special
for UBank.
Justification of ERP system at UBank:
This can be understood from the following cost-benefit analysis:

6COMPREHENSIVE IMPLEMENTATION PROPOSAL FOR ERP SYSTEMS
Years (in $US)
Per Provider Costs Initial costs
($US)
2016 2017 2018 2019 Total in (5
years)
Software License 10,000
Customization ($100/hrs*10
hrs)
1,000
Training ($100/hrs *25 hrs) 2,500
Hardware and network setups 1,000 1,000
Workstations (5 numbers) 3,000 2,500
Tablet PC or Mobile 1,500 1,000
Server 2,500 2,000
Support and maintain ace
(Software)
2,000 2,000 2,000 2,000
Support and maintenance
(Hardware)
1,000 1,000 1,000 1,000
Production Stop (loss) 10,000
Gross Annual Costs 31,500 3,000 3,000 3,000 9,500 53,000
Per Provider Benefits
Transcription Cutback 4,000 8000 8000 8000
Ubank's clients chart search 1,000 2,000 2,000 2,000

7COMPREHENSIVE IMPLEMENTATION PROPOSAL FOR ERP SYSTEMS
Managing Chart 2,500 5,000 5,000 5,000
Improved Software 10,00
0
20,00
0
20,00
0
20,00
0
Prescription Refills 3,000 6,000 6,000 6,000
Yearly Benefits 20,50
0
41,00
0
41,00
0
41,00
0
184,500
Table 1: “Understanding the cost benefit analysis”
(Source: Al-Nimer, Omush and Almasarwah 2017, p.17)
Again, the justification of ERP at the present bank can be determined from the following
feasibility analysis.
Ubank Banking
service
Pre Sales and Product
Implementation
 Technical Queries
 Product Demos
Post Implementation Training  User Training
 First Tim Transaction
 Detailed Live Demo
Support Desk  Troubleshooting
 Administration
 User Access
 Helpdesk
 Functional support
Bank Support  Testing new module

8COMPREHENSIVE IMPLEMENTATION PROPOSAL FOR ERP SYSTEMS
rollouts
 Developing
specifications document
 Generate rollout plans
Feasibility study  Test a demo setup
 Check for least
requirements
 System environments
Documentation  ID and password
deliverables
 Coordination of the
legal documents and
compliance documents
like BR
 Password and ID
Deliverables
Installation  Application setup
 Feasibly studies
Ensure Usages  Site visits from the first
daily
ERP Integration services  Pay outs for salary
 Assure the convertor is
been developed

9COMPREHENSIVE IMPLEMENTATION PROPOSAL FOR ERP SYSTEMS
 Assisting the making of
converter specs
 File mappings
Managing Information system  Dashboard of support
activities
 Periodic, daily, weekly
and monthly reports
 Dashboard of support
activities
Table 2: “Demonstrating the feasibility analysis”
(Source: Hingorani and McNeal 2018, pp.132-139)
From the above feasibility study various outcomes can be derived. Firstly, there has been
sustained cost benefit with the proven model of solution. Next, there is the reduced call drop and fast
turnarounds because of the focus of the clients. The management of information system has been
facilitating the finding of the common challenging areas. Then, there is the constant development
program assuring the quality. There are knowledgebase of the commonly happening issues and
solutions. Then, there is rise in the client base of the ban and delivering the rising of revenue at
UBank. Overall, the reputation and goodwill of UBank’s e-banking products are proved (Jinno, Abe
and Iizuka 2017).

10COMPREHENSIVE IMPLEMENTATION PROPOSAL FOR ERP SYSTEMS
Explaining how the system must be developed, tested and implemented:
Regarding the development, UBank must be helping to provide more amount of agile
spectrum for their solutions and services. The ERP software must be developed to comprehend every
large-scale implementation and various small point responses as they are integrated with UBank.
Here, the ERP services are methods to get the ultimate solution simply transferred to the UBank
through the enterprises helping in expansion of the forthcoming project. In the current case there
would be two method of testing of the ERP. They are implementation testing team and core testing
team. Here, the core testing team is liable for testing functionalities of ERP system static in nature.
On the other hand the later one us useful to for the dynamic and customized functionalities (Lo
2018). As any small feature and function is changed in the system, that influences various modules
or systems. Thus the team makes the attempt for all the changes done and affect that on the system
through traceability. Here, the ERP banking system must be tested by UBank who is involved in the
development of the system. Nonetheless, the system is huge and needs the execution of automated
testing. At this case, the ERP organizations assess the requirement for designing the testing system
totally automated and set the activities on the infrastructures (Temponi and Botta-Genoulaz 2017).
The implementation would begin with step-by-step strategy as the deployment progresses
with small steps. The phased activity would permit UBank in deploying the latest stages of system.
Here, failure risk is low and restricted to the module implemented. Then there is the big bang known
as direct cutover having the changeover from old systems for the latest seems taking pace
immediately as the new system proves to be operational. It is used as the operating environment is
unable to support the new systems and legacy or they are incompatible in nature. Moreover, at the
parallel implementation strategy. The new and legacy system is able to run for time till every body is
ensured that the new one can run in smooth manner (Abdullah 2017). Apart from these, a pilot study
must be conducted at the isolated part of UBank which is one of its branch. As it works this can be

11COMPREHENSIVE IMPLEMENTATION PROPOSAL FOR ERP SYSTEMS
deployed in the residual part of UBank at the same time and in stages. Further, UBank can opt for
assimilation of various strategies such as the mini big bang combined with phased rollouts. The
method of opting the implementation strategy begins with usage of cost benefit assessment and
finding whether to deploy the ERP system at UBank. Next, the decision must be take which strategy
is to be used while deploying the ERP system. Here, the choice of the strategy of implementation
relies in the characteristics of UBank like its controls, complexity, structure and size (Machado and
Gomes 2018).
Post-implementation activities:
First the knowledge is to be captured. It is vital to capture the consultant’s system expertise.
Equally it is also vital to assure that one is suitably documented with the new processes at every
sectors of the system implemented. Here, the typical process included in the documentation are
procure to pay cycle and order-to-cash cycle. Here documenting of the decision points and processes
must involve lots of additional work (Vom Brocke et al. 2018). Nonetheless, in the scope of the
million dollar investments assures that the investment must go on to deliver the return. Then there is
the post-implementation review. Performing this evaluation must deliver the validation and
checkpoint to the main deployment assumption. After the project goes live after few months the
team of implementation must be working with the users utilizing the system to assure that system
setup matched with the expectations of end-users and no bottleneck is there for the users to get the
task done. Commonly the initial team of ERP implementation must involve the representative
making the process decision. This must be on his or her understanding the methods of business unit.
As the implementation phase goes in, the perquisites are gained (Chadhar and Daneshgar 2018).
Nonetheless, frequently there are few use request that are never been fulfilled as the initial
deployment phase goes on. It must be reminded that they might be out of scope or there can be nice-

12COMPREHENSIVE IMPLEMENTATION PROPOSAL FOR ERP SYSTEMS
to-have requests and items that are never feasible as the timeline is defined. For that a request
backlog must be collected. Again, there are various backlog of the requests to be reviewed of the
post-go-live to find the suitable time frame where the delivery must be frame. However, the requests
can go deprioritized in some cases (Urus et al. 2019).
Demonstration of project management, risk management and change
management related to the present case:
Project Management:
As UBank is searching for higher flexibility and rise in productivity grappling with issues of
change and complexity, one possibly requires the tools helpful to manage and visualize the
complexities. UBank requires the method to revamp, revise and review the activities to the process
level. For decreasing the stress related to migrating to or deploying the new system they require ERP
project management having careful planning for steering the process of change management. Here,
for the case UBank the change is never simple and this must be performed efficiently as they possess
a structured view of themselves showing the logic how organizational hierarchies, data, systems and
process are developed (Youssef et al. 2018). Further, the capability of changing or adding on
anything within the structural view is there. Thus deploying the process and systems are highly eased
as their IT and business come together and make effective communication. Regarding the ER
software of the project management the SYSPRO ERP software is able to include the toolset
providing the integrated and holistic perspectives of the end-to-end processes. This is helps to
cascade the functionality set and provides the following. Thus one can raise the knowledge of
stakeholders, encourage the concentrated thinking by every parties in that deployment, developed
controls through developing process visibility, permitting alerts and escalations to get managed and
the bottlenecks are to be located (Shafi et al. 2019). It supports the compliance with higher

13COMPREHENSIVE IMPLEMENTATION PROPOSAL FOR ERP SYSTEMS
transparency of operations such that procedures and policies are enforced, the different broken
process re fixed and identified and the necessary audit trails are created. It’s ideal implementation is
found in the successful ERP implementation where UBank expand the business and can launch the
initiatives and develop the current tasks for growing revenues and decrease the costs.
Risk management:
It is cited for any ERP project failure is that the managers of UBank is unable to suitable
analyze and control risks of their projects. The managers can perceive the process of risk
management as the additional expense and work. For the past, there are many ways suggested for
developing the success of the implementation. This has been unfortunately despite any high impact.
Here, the kind of risk of IT project can be found by those risk factors and through the strategic
necessity for the project, repetition, innovation of the failed experiences. Several methods are been
generated recently for addressing the necessities of much more efficient risk management. Though
they are much common for the ERP application, Models that involves PMI 2001, SAFE
methodology, Risk Diagnosing methodology and some common steps towards risk management
issues. The main phases that involves are context analysis, risk identification, risk analysis, risk
evaluation, risk treatments, monitoring and reviewing, consulting and communication (Arachchi,
Chong and Kathabi 2019).

14COMPREHENSIVE IMPLEMENTATION PROPOSAL FOR ERP SYSTEMS
Figure 1: “Fig. 1. Risk management phases”
(Source: Arachchi, Chong and Kathabi 2019, p.112)
Nevertheless, it must be kept in mind that the ERP project is interdisciplinary in nature and
impacts the interdependencies taking place between business process, process reengineering and
software. Here, the critical factors are the management and technological aspects that are both
sociological and psychological. For being efficient, the risk management process of UBank’s project
must take into consideration of various potential elements like business, organizational, operational,
financial, market and technological aspects. They must be connected to the life cycle of the project.
It assures the choosing of the most suitable strategy of risk treatment. This comprises of the two
approaches. At first, there is the reduction of risk situations and the second one deals with risk
treatment as the risk appears (Ramli and Widayat 2017).

15COMPREHENSIVE IMPLEMENTATION PROPOSAL FOR ERP SYSTEMS
Figure 2: “Risk treatment strategy”
(Source: Stancu and Drăguţ 2018, pp.33-44)
Change management:
For the present case of UBank the following elements are to be considered. Firstly, there is
the core team buy-in. They must assure that they gain essential buy-in from the leadership that span
all the departments like region, office and department. Then the cultural considerations are to be
considered. Here, the demographic factors, education and language plays vital role to find how the
staffs can perceive the benefits, risks and goals related to the new implementation of ERP. Next,
there are constant employee engagement. Here, the organizational readiness analysis are vital with
the UBank’s ERP project. This is helpful to assure that the opportunities and issues are captured
around the present enterprise (Terminanto and Hidayanto 2017). Further, the communication with
the ERP project is important and incredibly complicated. Again, the training strategy is to be

16COMPREHENSIVE IMPLEMENTATION PROPOSAL FOR ERP SYSTEMS
considered. Here, the plans of change management should be devised for addressing the workforce
transition or the latest ERP system of UBank. This must done with clear demarcation of trainers and
super-users.
Conclusion:
The above study helps in investigating the capability to develop comprehensive
implementation research. The proposal is targeted at the case of UBank, Australia. That is required
to get convinced for the effectiveness and appropriateness of the new system named ERP. They have
the great potential for the applications because of their colossal data oriented type. The study is
helpful to understand how to integrate different process, users and information for smarter
productivity. It is also useful to understand what involves the operational tactical and strategic
planning and use different technologies to save time, reduce cost and efficient communication. This
is also helpful to assess the finical condition of account management and development, enterprise of
financial statements and reports. It is analyzed how to offer the employees to share different process
with partners, vendors and customers. This also helps to analyze, plan and report the assets of
UBank that must be assimilated to a single process and all the things present on one platform.
Further, the study is useful to evaluate how to monitor all transaction in real time and other vital
range of the services. It is assessed that the system is liable to strengthen the logistic ability including
handling of non-banking services and goods and handling of the UBank’s notes.

17COMPREHENSIVE IMPLEMENTATION PROPOSAL FOR ERP SYSTEMS
References:
Abdullah, M.A.M.A., 2017. Evolution of enterprise resource planning. Evolution, 1(11).
Al-Nimer, M., Omush, A. and Almasarwah, A., 2017. ERP implementation in banks: success factors
& impact on financial performance. Banks and Bank Systems, 12(4), p.17.
Arachchi, S.M., Chong, S.C. and Kathabi, A., 2019. System Implementation Failures in the ERP
Development Process. Journal of Computer and Communications, 7(12), p.112.
Chadhar, M. and Daneshgar, F., 2018. Organizational Learning and ERP Post-implementation
Phase: A Situated Learning Perspective. J. Inf. Technol, 19, pp.138-156.
Elbardan, H., Ali, M. and Ghoneim, A., 2016. Enterprise resource planning systems introduction and
internal auditing Legitimacy: an institutional analysis. Information Systems Management, 33(3),
pp.231-247.
Hingorani, K. and McNeal, B., 2018. USING QUICKBOOKS ONLINE PLUS FOR ENHANCING
LEARNING OF ERP CONCEPTS: A CASE STUDY. Issues in Information Systems, 19(4), pp.132-
139.
Jinno, H., Abe, H. and Iizuka, K., 2017. Consideration of erp effectiveness: From the perspective of
erp implementation policy and operational effectiveness. Information, 8(1), p.14.
Liu, S. (2020). UBank USaver Online Savings Account Review | Up to 2.10% p.a. | finder.com.au.
[online] finder.com.au. Available at: https://www.finder.com.au/ubank-usaver-high-interest-savings-
account [Accessed 20 Jan. 2020].

18COMPREHENSIVE IMPLEMENTATION PROPOSAL FOR ERP SYSTEMS
Lo, L., 2018, January. Understanding knowledge flow dynamics during the pre-implementation
phase of an enterprise resource planning project. In Proceedings of the 51st Hawaii International
Conference on System Sciences.
Machado, M.J. and Gomes, J., 2018. Accounting and the ERP Systems: A Case Study. International
Journal of Knowledge-Based Organizations (IJKBO), 8(2), pp.32-41.
Malihi, E., Movahedi-Sobhani, F. and Aghdasi, M., 2016. Customisation of master data elements in
ERP systems aligned with business goals. International Journal of Information Systems and Change
Management, 8(1), pp.37-59.
Nvd.nist.gov. (2020). NVD - CVE-2019-16451. [online] Available at:
https://nvd.nist.gov/vuln/detail/CVE-2019-16451 [Accessed 18 Jan. 2020].
Ramli, I. and Widayat, U., 2017. ERP Usage Model towards Competitive Advantage. Journal of
Economic & Management Perspectives, 11(1), pp.1580-1597.
Shafi, K., Ahmad, U.S., Nawab, S., Bhatti, W.K., Shad, S.A., Hameed, Z., Asif, T. and Shoaib, F.,
2019. Measuring Performance Through Enterprise Resource Planning System Implementation.
IEEE Access, 7, pp.6691-6702.
Stancu, A.M.R. and Drăguţ, B.M., 2018. ERP SYSTEMS-PAST, PRESENT AND FUTURE.
Knowledge Horizons. Economics, 10(4), pp.33-44.
Temponi, C. and Botta-Genoulaz, V., 2017. Supply chain and small business: ERP challenges and
opportunities (No. hal-01789073).
Terminanto, A. and Hidayanto, A.N., 2017, September. Identifying characteristics and
configurations in open source ERP in accounting using ASAP: a case study on SME. In 2017