ERP System Implementation Plan for Reliable Training Center (RTC)

This report outlines a comprehensive implementation plan for an ERP system within Reliable Training Center (RTC). It covers key aspects such as the phased transition approach, hardware and software requirements, staff training, change management, and acceptance criteria. The report aims to provide a detailed roadmap for successful ERP integration, ensuring smooth transition and maximized benefits for RTC.

COIT20255 - ERP SYSTEMS
MANAGEMENT - ASSIGNMENT 4

Table of Contents
Executive summary.....................................................................................................................................2
Introduction................................................................................................................................................3
1. Implementation plan..........................................................................................................................4
1.1 Implementation approach................................................................................................................4
1.2 Point-of-contact................................................................................................................................5
1.3 Provided implementation schedule.................................................................................................5
2. Requirements planning.......................................................................................................................7
2.1 Hardware requirements:..................................................................................................................7
2.2 Software requirements:....................................................................................................................7
2.3 Materials requirements....................................................................................................................8
2.4 Staff requirements............................................................................................................................8
3. Delivery plan.......................................................................................................................................9
3.1 Training material...............................................................................................................................9
3.2 Management presentation.............................................................................................................11
3.3 Publication......................................................................................................................................11
4. Change management and staff training plan.......................................................................................12
4.1 Change management......................................................................................................................12
4.2 Staff training plan............................................................................................................................12
5. Acceptance criteria...........................................................................................................................13
Conclusion.................................................................................................................................................14
References................................................................................................................................................15
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Executive summary
The aim of this assessment to discuss the complete process of implementation of ERP system in the
organization RTC (Reliable training center). The report will be generated which include all the ERP
requirements for organization RTC and will also include the staff requirement plan and delivery plan for
the organization.
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Introduction
The ERP (Enterprise resource planning) system is a business type procedure management software
which allows the association to use the integrated application to manage commercial and ease many
business processes like human resources and services. The goals of the ERP system are o achieve
potential growth rate, increase return on investment, better decision support system, availability of
relevant information and scalability of business operations. As the ERP system is a type of process by
which organization manages an important part of the organization. The process includes purchasing,
planning, marketing, sales, inventory, human resources and finance (Adam, Keckeis, Kostenzer & Klepzig
2013, pp. 13-18).
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1. Implementation plan
1.1 Implementation approach
Choosing a correct ERP (enterprise resource planning) implementation strategy is very important for the
organization Reliable Training Centre (RTC). Implementation of new ERP (enterprise resource planning)
software is equally important as choosing the tight program. For the organization, Reliable Training
Centre (RTC) the enterprise resource planning strategy chosen is phased transition strategy (Fischer,
Heim, Janiesch & Winkelmann 2017, pp. 3-20).
The phased transition strategy includes the elements and modules which are included in the sequence
of strategy. The legacy system is replaced with the new system. In the phased approach strategy, the
organization Reliable Training Centre need to focus on the most vital business requirements and initial
implementation are applied to some organizational units. In phased transition strategy when one phase
is successfully executed, then the less function is added in next phase to include the organizational units.
The incremental method helps organization reliable Training Centre to reduce scope, change a small
piece of business units, check the phases regularly and also improve the process by feedback and
implement it into the successive phases (Nazemi, Tarokh, & Djavanshir, 2012, pp. 999-1018).
The implementation approach for phased transition technology is:
a.Phased rolled out by module- In this strategy, the ERP modules re-executed one unit at a time.
The initial stage includes the core operations and then more functionality is added with every
incremental stage. This stage is more preferable for the organizations.
b.Phased rolled out by business units- In this strategy implementation of units take place at a time
in various departments of an organization. For some special organization, a special team is
designed to look and analyze the implementation phase of the organization. By designing the
team, the quality of process got to improve.
c. Phased rolled out by geography- This approach is used in large organizations that have more
than one location and department. The ERP system is introducing at one or more organization
location at a time.
The benefits and challenges faced by phased transition technology are:
Benefits
i. This strategy is less complex and also have very less probability of risk.
ii. The number of resources required is also less in phased transition strategy.
iii. For changes and modifications, ample time is available which benefit the users to
adopt the modifications and changes. User-interface and bugs issues can be
resolved at this stage.
iv. The testing of the process is easy in this strategy.
v. The stakeholders get benefit from this stage as they can easily do change in the
implementation process and get benefit from the process.
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vi. As there is no hard and fast deadline, the adjustments can be easily done during
transition phase (Sumner 2015, pp. 19-44).
Challenges
i. This strategy is very time consuming and can increase the cost.
ii. The implementation time is greater in the phased transition strategy and several
adjustments are required for implementation. S to
iii. The organization has to devote resources to maintain the old system and new
system.
1.2 Point-of-contact
SR No. Stakeholder Roles and responsibilities
1. Sponsor a. Provide business expertise and
also provide guidance to project
manager.
b. Provide funding for the project
and also responsible for
marketing and selling of project.
c. Responsible to take high
authority decisions.
2. Project manager a. Responsible to manage the cost
of the project.
b. Responsible to manage the time
span of the project.
c. Responsible to do planning of
the project and define shop.
d. Responsible for risk
management of the project.
3. Configuration management staff a. The role of configuration
management staff is to monitor
the life cycle of configuration
products and items.
b. The staff also looks that how
configuration management will
be implemented in an
organization.
c. To check the configuration time
and to validate that item.
4. Database administrator a. To provide back up and recover
the database.
b. To install and then configure the
database software.
c. To create the new database and
create the database schema.
d. To provide security to the
database.
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1.3 Provided implementation schedule
This section will discuss the implementation schedule of ERP for the organization RTC.
Figure 1 Gantt chart
There are different activities include an implementation schedule. The activities like identify the problem
and set objective, describe scope and team, evaluate options, data migration, check organization
infrastructure, customization, change management, knowledge and technology transfer, project
management, testing and on-going support (Obermayr 2016, pp. 55-68). These whole implementation
schedules are completed in fifteen days. Every activity takes different time to complete. In first activity,
the budget is also set. The Gantt chart shows a complete breakdown of the activities associated with the
implementation of ERP system in the organization RTC (Reliable training center).
Security and privacy requirements of ERP system
As many organization is turning to implement the ERP system in the organization. There are
some security and privacy problems which need to be solved:
a. Delayed updates
The software used in the machines are not updated including ERP system which is not
up-to-date. If the version used in the system is not latest version there are some issues
which can occur and cannot be rectified. This risk can cause a problem in business. The
software used in the system should be latest and up-to-date so that system works
correctly and if there is any weakness it can be easily spotted. The updates also help to
protect the system from hackers and virus.
b. Full access rights
In a running business, the biggest threat comes from external sources. The access to
data files should look before providing the full access rights. The system is also
responsible to set the permission for employees that who can change the details and
which can view the details. Permissions and access rights are also depending on
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requirements and needs of the business. Proper authorization needs to be set for
employees and role should be decided.
c. Inadequate training
The inadequate training of employees about the system can also create risk in an
organization like RTC. The lack of understanding of ERP system can create risk and can
become security threats to the organization. This can be avoided by providing the
proper training of ERP system and hire new staff to provide proper training to
employees of the organization.
d. Failure to comply
When the ERP system is used to store the confidential details like sales details, payment
details or personal details then the system is responsible to provide security standards
and fulfill local security requirements. The system should store payment details in the
encrypted form.
e. Weighing up the benefits
The ERP system should be secure and safe and maintain a high level of data consistency
which will benefit the entire organization and also provide benefit to clients and
employees.
f. Single authentication
The ERP system is not only responsible to manage the information but also responsible
to manage the sensitive information. The single authentication means setting passwords
for the system. It is better to set the two-level password for protecting the sensitive
information and confidential business information (Chuprunov 2013, pp. 131-163).
2. Requirements planning
Software, hardware, materials and staffing requirements
For any organization, the ERP system implementation requires some software, hardware,
materials and staffing requirements. The ERP (enterprise resource planning) system is
responsible to perform business operations. Whenever any organization implements the
ERP system there are some minimum software and hardware requirements that need to be
fulfilled before implementation of ERP system. The user interface is also requiring in ERP
system and needs to be installed on desktops, laptop (Grabis, Sandkuhl & Stamer 2015, pp.
131-150).
The software, hardware, materials and staffing requirements are:
2.1 Hardware requirements:
Hard disk- 30 GB
CPU- Intel Pentium core i3 processor 500 Mhz
CDROM- It is required to install CD.
NIC- Intel-compatible ethernet card.
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2.2 Software requirements:
Windows NT Server pack 6.0
Windows NT Server 4.0
Microsoft SQL Server 7.0
Internet Explorer 5.0 (Lechesa, Seymour & Schuler 2012, pp.152-167).
2.3 Materials requirements
For SAP R/3 system
-Export CDs
-SAP GUI
-Report Data CD
2.4 Staff requirements
When an organization implements the ERP system there are various departments in which
different type of staff is required. In this section the staff requirements are described here:
a. Human resources
In human resource department staff is required for human resource management,
diversity management, recruiting and termination, training of new employee, payroll
management system.
b. Accounting and finance
In accounting and finance department the staff is required for cash management,
general ledger, consolidation, fixed assets and financial management system.
c. Project management
The project management staff is required for billing, costing, performance units,
management reporting, and activity management.
d. Data and internet services
Provide internet access to employees and customers (Paa & Ates 2013, pp.87-100).
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3. Delivery plan
For an organization RTC there is a big challenge to implement an integrated ERP system in the
organization. For an effective implementation of ERP system, the delivery plan needs to be
effective and efficient. The delivery plan includes the training materials, management
presentation, and publication. In a delivery plan first, the training materials are identified that
are required for ERP system implementation in organization RTC. After identification of training
materials, the next step is to find the management process that is required for ERP system and I
the last step is to bring the plan in publication phase and make it execute (Haberlandt 2013, pp.
31-51).
3.1 Training material
For implementing an effective ERP program, the training material is very important. In this
section the different ways are discussed for developing training materials:
a. Categorize the end-users on basis of their roles
Before developing any training material, the end-users are categorized on the basis of their
roles in ERP system. The users can be categorized as primary users, super users, power users
and occasion users. This categorization can help to clearly define the roles of users.
b. Identify prior knowledge
After categorization of end-users, the next step is to analyze the knowledge set of end-
users. For e.g. the super users have very good information about all the business purposes
but do not have technical information, which is opposite of power users. Evaluating the
prior information benefits to recognize how much data needs to be provided to each class of
end-users and also decides respective delivery platforms. This step also benefits to remove
the known data from training package and avoid the end-users from getting the burdened
or redundant data.
c. Set the learning objective for each role
After categorizing the end-users and analyzing the prior knowledge of end-users the next
step is to set the learning objectives or each role. The objective set is different for each type
of end-user category. This step can help to identify that how much content needed to be
created for each type of role which can help to achieve the set objective. The main aim of
this step is to set the objective on the basis of performance-based.
d. Decide on the basis of training delivery platform
After setting the learning objective for each type of end-user category, the next step is to
decide and analyze the training delivery platform. For every end-users the training method
is different. The power users manage to take knowledge from classroom sessions but for the
super-users, special type of learning method is needed. This step can help to find out
different content for e-learning and classroom. The e-learning method needs to be more
visual.
e. Create material on the basis of learning objectives
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After setting the learning objective and deciding on the basis of the delivery platform the
final step is to create the training material. The learning material is a map with learning
objective which helps to terminate the creation of the unnecessary material. Doing this step
helps to decide which content needs to develop and which content need not be developed
for e-learning method.
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3.2 Management presentation
The management presentation includes the management of stakeholder. The strong
leadership is required to identify and manage the relationship with senior stakeholders.
These senior business stakeholders are responsible to introduce the new ERP system in the
organization RTC. The stakeholders are trained with the information of project, benefits,
scope and potential risks, issues, and benefits. The programme leaders are responsible to
manage the business stakeholders. The delivery plan includes all the details of design and
execution of the program. The delivery plan also includes the details of each executed phase
of ERP system. The senior stakeholders are responsible to look and check the benefits of the
program and develop a documentation for the overall process. The delivery plan also
includes the details of the budget of project and deadline for the project. The delivering of
business benefits linked to the newly aligned process is equally important for the
organization RTC (Asnina, Pudane, Svike & Alksnis 2014, pp. 320-334).
3.3 Publication
The publication is a department of the organization who I responsible for advertising and
sponsorship options, revenue models, delivery channels and manage media products. The
traditional ERP tools created a problem for a publisher for effective client communication
and also increase the business of the organization. The solution to this problem is to use
cloud-based ERP system.
The key function capabilities of cloud-based ERP system that benefit the publishers are:
a. Helps to manage the customers, subscribers, and advertisers effectively and also to
manage the accounting and financial services and also to manage the orders.
b. Execution of sales campaigns in the system and measure the results.
c. To manage the insertion order sales of subscription sale and advertisers in a single
place.
d. To view and track the order management process.
e. Track the insertion order through verification and fulfillment which is used to
automatically generate the customizing bills (Chandrakumar & Parthasarathy 2014, pp.
161-175).
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4. Change management and staff training plan
4.1 Change management
When an organization like RTC implements the ERP system it helps to enhance the business of the
organization. The ERP system needs to continuously upgrade that’s why change management is
important for the organization RTC. As the business advantages of another framework might be
conveyed if clients are using it proficiently and receiving new working applies, it is fundamental that
preparation needs are distinguished as ahead of schedule as could reasonably be expected and a far-
reaching preparing procedure created to meet them. This should be done in conjunction with any
authoritative changes that are occurring because of the program, as preparing necessities will be driven
by part and duty changes, and in addition framework and procedure changes. There is dependably an
impulse to see 'go-live' as the time when the activity is done, yet frequently this is the place the diligent
work starts vigorously. The program group should be prepared with 'super clients' enabled to manage
issues and give nearby help after go-live and on a progressing premise. Just once the progressions are
altogether installed and staff content with their new parts and working practices can the activity truly be
viewed as a total. Checking the conveyance of business benefits, client fulfillment and regions for
consistent change will help console program supports that the slippery rate of profitability will be
acknowledged and guarantee that the ERP execution is viewed as a win (Meng & Zhao 2017, pp. 188-
202).
The key issues for ERP and change management are discussed below:
a. The ERP is much more than an information system. The main aim of change management is
to improve the performance of the business and increase the employee productivity.
b. The organization of ERP selection team is also a success factor for ERP change management.
The developing of cross-functional selection team is very important for the organization
RTC. The sponsor of the ERP system also plays a vital role in the organization and
responsible for ERP success.
4.2 Staff training plan
When in any organization like RTC an ERP system is implemented the user training plan need to
be effective and acceptable to users. The senior management staff is responsible to highlight the
rewards and benefits of implementation of user training plan and to manage the staff and make
them aware of the change management. The staff training plan should be designed and created
properly. The steps to create an effective training plan are discussed in next section:
a. Provide the training which is needed for staff
Every employee has a different caliber of work in the organization. The training provided to
the employee should be the basis on the knowledge of the employee. The level of training
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should be different for every employee of the organization. It is the responsibility of the
manager to ensure that staff member is receiving the correct training that matches with
their skill set. The higher management organization has access to different features so they
need a different type of training.
b. Make the decision for the training program
When any new ERP system is implemented in the organization extra stress and focus is
needed for the staff members. The extra staff is needed when ERP system is implemented
in organization and organization stakeholders are responsible to manage the ERP project.
c. Investment in training resources
There should be a continuous investment in ERP project after implementation in an
organization like RTC. The training should be updated periodically. This can help to grow
business for long term and make the staff members happy.
5. Acceptance criteria
Recognition criteria are a shape of Definition of performed, even though they're greater specific
to individual user tales, use cases, project stages, or project milestones and outline the
particular necessities you have to meet to your mission to be taken into consideration complete.
Moreover, concepts of pleasant control sell the early definition of quality goals regarding the
product’s capacity to satisfy business requirements and meet the consumer’s expectancies. QA
activities verify that the product is usable and fits the intended reason (Wanchai 2017, pp. 3-16).
The acceptance criteria for ERP system are discussed here:
A. The full-scale system is complete with integration testing without any critical issues.
B. Confirmation of user support, IT help desk issue management processes and system
monitoring.
C. Check if data has successfully converted and data validation is also checked.
D. Develop proper documentation and approve the cut-over plan.
E. Confirmation of management policies, knowledge transfer, and ownership.
F. User documentation and testing.
G. Perform the system performance tuning and testing.
H. Validate the custom reports and documentation.
I. Proper user acceptance testing without any critical issues.
J. Final risk assessment and product preview.
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Conclusion
The ERP system implementation for the organization RTC (Reliable training center) is been discussed in
this report. The report briefly discusses the implementation plan which includes implementation
approach i.e. phased technology approach. The benefits and issues of approach are also discussed. In
the next section of the report the software, hardware, materials and staff requirements are discussed. In
the next section, the delivery plain is discussed which includes training materials, publications, and
management presentation. In the last section of the report the change management process and staff
training plan and acceptance criteria are discussed (Leyh 2016, pp. 7-22).
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References
 Adam M., Keckeis J., Kostenzer P., Klepzig H. 2013,’ Lean ERP: How ERP Systems and Lean
Management Fit Together’, pp. 13-18.
 Fischer M., Heim D., Janiesch C., Winkelmann A. 2017,’ Assessing Process Fit in ERP
Implementation Projects: A Methodological Approach’, pp. 3-20.
 Nazemi, E., Tarokh, M.J. & Djavanshir, G.R. 2012,’ ERP: a literature survey’, vol. 61, no. 9-12, pp.
999-1018.
 Wanchai P. 2017,’ Key Factors for Successful ERP Implementation: Case Studies from Private and
Public Organizations in Thailand’, pp. 3-16.
 Sumner M. 2015,’ EMR Implementation: Lessons Learned from ERP’, pp. 19-44.
 Obermayr N. 2016,’ Challenge Detailed Planning in ERP’, pp. 55-68.
 Chuprunov M. 2013,’ IT General Controls in SAP ERP’, pp. 131-163.
 Haberlandt K. 2013,’ ERP-Planning Garbage: Realizing and Preventing’, pp. 31-51.
 Paa L., Ates N. 2013,’ Critical Success Factors of e-Learning Scenarios for ERP End-User Training’,
pp. 87-100.
 Lechesa M., Seymour L., Schuler J. 2012,’ ERP Software as Service (SaaS): Factors Affecting
Adoption in South Africa’, pp. 152-167.
 Chandrakumar T., Parthasarathy S. 2014,’ A Framework for Evaluating Cloud Enterprise
Resource Planning (ERP) Systems’, pp.161-175.
 Leyh C. 2016,’ Critical Success Factors for ERP Projects in Small and Medium-Sized Enterprises—
The Perspective of Selected ERP System Vendors’, pp. 7-22.
 Meng Z., Zhao F. 2017,’ Change Management of ERP Usage’, pp. 188-202.
 Asnina E., Pudane M., Svike M., Alksnis G. 2014,’ Customer Oriented Management of Changes in
ERP Systems: The Vendor’s Side’, pp. 320-334.
 Grabis J., Sandkuhl K., Stamer D. 2015,’ International ERP Teaching Case: Design and
Experiences’, pp. 131-150.
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