Implementation of ERP System for Maybank - Project Management

This progress report discusses the implementation of an enterprise resource planning (ERP) system for Maybank. It covers project progress, issues, budget status, planned deliverables, and risks. The report also includes a Gantt chart and personal reflections.

Running head: PROJECT MANAGEMENT
Implementation of enterprise resource planning (ERP) system for Maybank
Name of the Student:
Name of the University:

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Table of Contents
1.0 Project name..............................................................................................................................2
2.0 Name of the organization...........................................................................................................2
3.0 Date of status report...................................................................................................................2
4.0 Project progress and performance.............................................................................................2
5.0 Issues categorized......................................................................................................................3
6.0 Budget status..............................................................................................................................4
7.0 Planned deliverables/activities...................................................................................................6
8.0 Gantt chart.................................................................................................................................9
9.0 Review of risks........................................................................................................................10
10.0 Project and personal reflections.............................................................................................11
References......................................................................................................................................13
Bibliography..................................................................................................................................15

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1.0 Project name
Implementation of enterprise resource planning (ERP) system for Maybank
2.0 Name of the organization
The selected organization of this progress report is Maybank.
3.0 Date of status report
The status report is completed by 1/29/2019.
4.0 Project progress and performance
The project progress of ERP implementation is managed as well as monitored throughout
regular meetings plus project reports. Frequency of the project meetings has an impact on
effectiveness of the project controls. In order to achieve competitive advantage in the business
environment, the business should employ technologies to compete in the market of banking
industry. Successful implementation of ERP system is developed with an efficient integrated as
well as shared data system which can link departmental scope of business organization. The key
performance of ERP implementation project benefits the industry by reduction of working
capital, capability to integrate of departmental services along with availability of real time
information about the business processes (Kerzner & Kerzner, 2017). Implementation of ERP
system improves knowledge management infrastructure at the project organization which will
enable company to improve its products, cut the project cost and gain real time information
required for decision making processes. The proposed system enhances productivity and

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flexibility plus reduces project cost and eliminates business inefficiencies. It also improves
integration of the system and business processes. The project design phase is designed with the
implementation processes (Fleming & Koppelman, 2016). Time schedule along with deadline of
the project is arrived at and the project plan is being developed based on project schedule.
5.0 Issues categorized
Following are the issues which are identified while implementation of enterprise resource
planning (ERP) system in the selected organization:
Lack of user training: The process of ERP implementation is not possible without prior
user training. Maybank is not provided training to the users. The ERP system offers automation
of the departments which are functioning in the organization (Ptak & Schragenheim, 2016).
Without information of execution by the end users, the usage of system is fallen off. Most of the
workers working in the organization have lack of technical knowledge to implement the system
while the users are not provided training regarding technical work.
Absence of data accuracy: As accurate data is not able to transfer to new ERP system
implemented in the organization, therefore the system losses its credibility with end users.
Technical difficulties: There are hardware difficulties and software interface issues in the
organization, bugs into the software leads to bad implementation of ERP (Harrison & Lock,
2017). Proper maintenance of ERP system is not done properly which cause technical errors in
proposed system.
Poor management of project: Managing of the ERP implementation in the organization
is not easy (Altamony et al., 2016). A proper project management team is required those can

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have a look at the implementation processes. There is also poor communication among the
project team members.
6.0 Budget status
WBS Task Name Resource Names Cost
0 Implementation of ERP system in Maybank $75,520.00
1 Preparation of project plan $15,480.00
1.1 Define the scope and objectives of the project
business analyst, project
manager
$3,240.00
1.2 Identification of project team project manager $1,600.00
1.3 Identification of system environment $10,640.00
1.3.1 Identifying quality assurance quality analyst $1,120.00
1.3.2 Identifying training trainer $1,960.00
1.3.3 Identifying current business processes
business analyst, project
manager
$3,240.00
1.3.4 Identifying process integration
business analyst, project
manager
$4,320.00
2 Configuration and development $8,680.00
2.1 Configure the business solutions business analyst, project $5,400.00

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manager
2.2 Unit test configuration system tester $1,680.00
2.3 Sign off configuration and development project manager $1,600.00
3 Define the project authorizations $20,840.00
3.1 Defining roles in the project organization
business analyst, project
manager
$7,560.00
3.2 Identifying roles for the ERP implementation
project manager, system
analyst
$4,320.00
3.3 Testing for project authorizations system tester $3,360.00
3.4 Signing off project authorizations project manager $5,600.00
4 Data migration program and development $12,360.00
4.1 Unit testing system tester $5,040.00
4.2 Development of migration program
system analyst, system
developer
$3,400.00
4.3 System testing system tester $1,120.00
4.4 Testing ERP solutions system tester $2,800.00
5 Training program $3,920.00
5.1 Defining the business processes trainer $560.00

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5.2 Documentation of training trainer $1,120.00
5.3 Training to the users trainer $2,240.00
6 Closure phase $14,240.00
6.1 Migration of cleansed data
project manager, quality
analyst
$8,640.00
6.2 Draft of progress report project manager $3,200.00
6.3 Go live support project manager $2,400.00
7.0 Planned deliverables/activities
WBS Task Name
1 Preparation of project plan
1.1 Define the scope and objectives of the project
1.2 Identification of project team
1.3 Identification of system environment
1.3.1 Identifying quality assurance
1.3.2 Identifying training

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1.3.3 Identifying current business processes
1.3.4 Identifying process integration
2 Configuration and development
2.1 Configure the business solutions
2.2 Unit test configuration
2.3 Sign off configuration and development
3 Define the project authorizations
3.1 Defining roles in the project organization
3.2 Identifying roles for the ERP implementation
3.3 Testing for project authorizations
3.4 Signing off project authorizations
4 Data migration program and development
4.1 Unit testing
4.2 Development of migration program
4.3 System testing
4.4 Testing ERP solutions

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5 Training program
5.1 Defining the business processes
5.2 Documentation of training
5.3 Training to the users
6 Closure phase
6.1 Migration of cleansed data
6.2 Draft of progress report
6.3 Go live support

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8.0 Gantt chart
Figure 1: Gantt chart
(Source: Created by author)

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9.0 Review of risks
Following are the risk factors which are associated with implementation of ERP system
in the business functions of Maybank such as:
Failure to redesign business processes for fitting the software: It is required to fit new
ERP system for fitting with current processes. Redesign of current system is fit to purchase the
ERP system. The organization has lack of knowledge to implement ERP system and it is difficult
to process and customize ERP system for fitting with current processes. Even the works have
lack of experience to handle technical system (Taniguchi & Onosato, 2017). Therefore, it is
considered as highest risk of ERP implementation.
Lack of senior management support: Support from the senior top management is
required to implement such a complex system in the banking industry. It is not easier for the
organization to provide technical support to the workers those are involved with ERP
implementation. It is critical for the management to let the project team go for pilot testing as
well as technical training (Fuller et al., 2017). The management has lack of interest and
motivation level to let the members implement the system. Lack of management support causes
delay in delivery to the customer which is one of the common risk in this project work.
Inability to gain full time commitment of the employee to the project management: It is
difficult to get the managers as well as team members or employees to get commit to the roles of
project management. They are also uncertain about their responsibilities based on their
organizational positions. There is also lack of back up for job when one of the employee goes on
sudden leave (Nicholas & Steyn, 2017). Therefore, at this time it is difficult to implement and

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test, upset the customers and compound stress. The employees also have lack of knowledge on
the project management activities which lead them less involved in the project plan.
Inadequate integration: When ERP implementation is performed in the organization,
then it is important that the key business processes are covered areas such as feasibility, project
requirements, prototype and implementation related to functionalities of ERP. Those are areas
which cause issue in implementation process of ERP. ERP implementation is included with the
technical work throughout proper enhancement of the configuration features as well as require to
have extensive integration with other organizational system (Bintoro et al., 2015). Undertaking
the integration of ERP with improper infrastructure leads to serious problem for the organization.
Manual programming and heavy middleware set of software are avoided at the time of ERP
integration.
Poor planning of technology: There is lack of improper technical expertise as well as
improper technology infrastructure to support the project needs. The risks factors related to ERP
implementation are technological need of both hardware and software, size of the application,
complexity of the application along with failure of the technology to meet with system
specifications (Chang et al., 2015). Due to lack of management support in the project, the
employees have lack of project planning mainly related to ERP implementation work.
10.0 Project and personal reflections
While working in this project report, I have some knowledge to manage the project
activities. I have skill of project management and MS Project software so that I can plan entire
project work accurately. At first I have prepared a project schedule based on the project
requirements. After scheduling all the project activities, I have assigned the project resources to

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each project activities so that it becomes easier to allocate cost for each resources. Therefore, in
this way total project budget is calculated. While working for the project work, I have identified
possible risks which are related to ERP implementation. I have lack of technical knowledge but I
can work on the project management related work.

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References
Altamony, H., Tarhini, A., Al-Salti, Z., Gharaibeh, A., & Elyas, T. (2016). The relationship
between change management strategy and successful enterprise resource planning (ERP)
implementations: A theoretical perspective. International Journal of Business
Management and Economic Research, 7(4), 690-703.
Bintoro, B. P. K., Simatupang, T. M., Putro, U. S., & Hermawan, P. (2015). Actors’ interaction
in the ERP implementation literature. Business Process Management Journal, 21(2), 222-
249.
Chang, B., Kuo, C., Wu, C. H., & Tzeng, G. H. (2015). Using fuzzy analytic network process to
assess the risks in enterprise resource planning system implementation. Applied Soft
Computing, 28, 196-207.
Fleming, Q. W., & Koppelman, J. M. (2016, December). Earned value project management.
Project Management Institute.
Fuller, M. A., Valacich, J. S., George, J. F., & Schneider, C. (2017). Information Systems Project
Management: A Process and Team Approach, Edition 1.1. Prospect Press.
Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach.
Routledge.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.

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Nicholas, J. M., & Steyn, H. (2017). Project management for engineering, business and
technology. Routledge.
Ptak, C. A., & Schragenheim, E. (2016). ERP: tools, techniques, and applications for integrating
the supply chain. Crc Press.
Taniguchi, A., & Onosato, M. (2017). Use of Project Management Information System to Initiate
the Quality Gate Process for ERP Implementation. International Journal of Information
Technology and Computer Science, 9(12), 1-10.

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Bibliography
Badewi, A., & Shehab, E. (2016). The impact of organizational project benefits management
governance on ERP project success: Neo-institutional theory perspective. International
Journal of Project Management, 34(3), 412-428.
Harwood, S. (2017). ERP: The implementation cycle. Routledge.
Heagney, J. (2016). Fundamentals of project management. Amacom.
Sadgrove, K. (2016). The complete guide to business risk management. Routledge.
Schwalbe, K. (2015). Information technology project management. Cengage Learning.
Walker, A. (2015). Project management in construction. John Wiley & Sons.