Península de Yucatán

Península de Yucatán

martes, 21 de junio de 2016

Automatización Exitosa en Manufactura con ERP

Fuente: logisticamx.enfasis.com

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lunes, 20 de junio de 2016

How to Assemble a Winning ERP Team

Fuente: cio.com

orchestra tiltshift
Credit: ABC Informática

Temperamental soloists, control freaks, hijackers and empire builders can wreck your ERP project. Tips for developing and maintaining your ERP vision. 

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Angela Hewitt is my favorite Bach performer on the piano and I have listened to her recordings of the Well Tempered Klavierhundreds of times. I recently heard Sir Andrass Schiff’sperformances of the D Minor Prelude from Book 1 and was stunned. Even though I play it, I didn’t initially recognize it. Ms. Hewitt’s performance sounds like Sauvignon Blanc and oysters by the lake on a sunny June day. Mr. Schiff’s version is more like a Côtes du Rhône with savory beef stew in December. I love them both.
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Both performers worked from exactly the same source code and each created a completely different product. As soloists, Mr. Schiff and Ms. Hewitt can perform these pieces anyway they desire. If they are performing a Brandenburg Concerto however, they have to cooperate with a conductor and orchestra.
ERP’s are much the same as music. Two implementations of the same source code can produce starkly different results. The team you assemble to tackle this project will have a huge impact on the effectiveness of the final product and whether or not it is even usable. There is no place in your ERP performance for temperamental soloists.

What’s your ERP vision?

The failure rate of enterprise software projects is appalling and I have developed my own list of reasons for project failure in Introduction to Enterprise Procurement Projects. To be successful, ERP and other enterprise endeavors require a clear executive vision. For reasons that I am unable to fathom, CIO’s, CTO’s and IT Directors are often appointed to lead ERP procurement projects and the subsequent implementation. If you are fortunate enough to have a CIO who has a profound understanding of each department’s business processes and requirements, this approach may work.
An ERP implementation is not a technology project. There is no such thing as a technology project; there are only business projects! Over the decades, I have seen some incredibly successful enterprise software results, but many that were completely botched because of poor management and lack of vision.
What’s your vision? When clients lack a vision, I let them borrow mine and mold it to their own specifications. Depending on the case, the following might be a part of the vision: “Enable and empower departments to manage their resource more effectively by streamlining workflow and removing obstacles.” We’ll get back to this statement in a minute.

Minions vs. managers

There is nothing more frightening to me than a roomful of unsupervised executives making a monumental decision without input from any of the stakeholders – the people who actually perform your business processes and use the software every day.
Procurement process should begin with a visioning session with all the key stakeholders, including the Martha’s or Minions. I learned about Martha’s from Barry Strock, but I call them Minions. These are the people in your organization who really know what’s going on and they may not be members of your management team. Martha’s are often hidden away in the dungeons (cubicles) of your organization but they hold the keys to your kingdom. They will have a significant impact on the success or failure of your enterprise project. These people must be identified early in the process and must be made part of your team.
Do your managers have actual skills? Can they produce a payroll or an AP run themselves? Or do they just manage a gaggle of minions? I think I know the answer to this question and this is why you need the Martha’s onboard.
“Jeffrey,” you exclaim. “My management team members are big-picture people.” Yeah, right. Before they became titans of industry, Bill Gates, Steve Jobs, and Warren Buffett were all brilliant detail people. They earned their seats at the big-picture table.

Empire builders, hijackers and control freaks

Let’s get back to the vision statement. When I refer to removing obstacles, what I am really talking about are people. Obstacles are created by people; they don’t just happen by themselves. Many in your organization have a vested interest in the maintaining the dysfunction and will attempt to hijack processes in the workflow of your ERP. “My department absolutely must sign off on everything that goes through for Department X.” Why? And what does this have to do with streamlining and enabling? Is there some GAAP or GASB requirement? Ask to see the regulation. Otherwise, you must squash the control freaks before they destroy your project.
Empire Builders have their own reasons for hijacking the workflow. Distributing the process workload in a more logical and efficient manner may make people or entire departments obsolete. Often, department heads will claim that they need more staff rather than less to support or process the work in your new system. In many cases, organizations hire an army of programmers to get the project done because it was far more complicated than they initially thought. They’ll want to keep their new staff positions forever! These are clear indications that the project has been hijacked by control freaks.
3 orchestrationThinkstock

Break a leg!

When anyone presents a requirement, ask why. Include the Martha’s and Minions on the project visioning and your probability of success will increase significantly. Keep the temperamental artists in check and you’ll surely pull off a brilliant ensemble performance.
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lunes, 13 de junio de 2016

3 warning signs for a 'never-ending' ERP project

Fuente: cio.com


3 Warning Signs for a

Ignoring the warning signs of an ERP project about to spin out of control is costly.


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Enterprise Resource Planning (ERP) implementations are never easy. Many projects start with excitement and high levels of participation but quickly devolve into run-on projects with that are over budget and rife with change orders. Team members are deflated and often feel as if the project will be never-ending.

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Recovering and bringing the project to completion often costs as much as the original budget and end users do everything to work around the new system. ROI is nowhere near what was originally promised, key stake holders lose their jobs and the system is universally hated.
There are three warning signs that an ERP project is starting to spin out of control. Addressing them quickly helps avoid going through a project recovery cycle. The warning signs include:
  • Steering Committee Apathy
  • Out of Date Project Plan
  • Inconsistent Issue Tracking and Status Reporting
IT will have visibility to these signs long before key stakeholders become aware that a problem exists. IT needs to take responsibility to notify business partners and help make sure the weaknesses are addressed quickly and effectively.


Steering Committee Apathy
A Steering Committee that is comprised of key stakeholders with P&L responsibility provides a company-wide perspective when considering recommendations from project team members. The Committee needs to meet on a regular basis throughout the project to ensure the project stays on track.
The euphoria of creating a Steering Committee and kicking off a long-term ERP project is often replaced by indifference and apathy. Key stakeholders who were very active in the ERP selection and project kick off phases stop coming to meetings. Critical decisions made by the remaining attendees are second guessed. The Steering Committee no longer has power over the project and becomes ineffective.
Steering Committee dis-engagement is a clear sign the project is at risk. The project team members will do their best to make business decisions, often in a silo. As a result, change orders will be generated on a regular basis, processes will not be efficient and end users will not be eager to accept the resulting changes in how day-to-day activities will be performed.


Out of Date Project Plan
Good project managers create an overall plan and budget at the beginning of the project then parse out one or two week chunks of work to responsible team members. The plan and budget is updated and communicated throughout the project to ensure team members understand how tasks are interrelated and do no lose sight of the overall end-goal. Most importantly an updated plan and budget helps the team identify issues and road blocks early, preventing unnecessary surprises.
On many projects the overall plan and budget stop being updated on a regular basis as the manager starts focusing on managing day-to-day activities. Issues logs, team and company politics, status reporting, and integrator delivery problems take up the bulk of a project manager’s day, leaving little time to update the plan.
A lack of an updated project plan is a second sign the project will not be completed on time or on budget. Project team members will get lost focusing on tactical day-to-day activities that may not be necessary. Critical tasks are overlooked and the project seems to go on forever. Worse, third party participation never seems to end – the consultants just do not go home.
Inconsistent Issue Tracking and Status Reporting
Issue tracking and status reporting is a key tool for clear communications among all impacted by the ERP project. Steering Committee members are kept up to date on key issues requiring decisions. Team members understand where to focus efforts to keep the project on track. Roadblocks are tackled as a team and the project is kept on track. End users clearly understand when to participate in the project and plan accordingly to help minimize being overloaded.
Project issues logs and status reports can be tedious to create and can be easily overlooked when the Steering Committee loses interest in the project. Project managers expect issues to be resolved once identified and rely on ‘word of mouth’ to keep team members up to date. End users lose interest in the project.
Critical issues, configurations, enhancements and reports seem to get stuck at 80% and never get ‘complete’ when issues are no longer tracked. Project team members become frustrated because solving one problem creates another elsewhere. The systems integrators focus on completing simple configuration and development tasks, leaving critical project components incomplete.
 Completing the ‘Never-Ending’ Project
The three warning signs need to be addressed by revamping the overall project governance model to ensure project success. The project manager should start by updating the project issues log while gathering the latest status for on-going tasks. This information is then used to update the project plan taking into consideration tasks that are behind schedule and the impact on project budget.
The team should use the updated information as a way to reengage the Steering Committee. The first sets of meetings should focus on confirming or redefining the meaning of success, obtaining approval to necessary changes to the project budget and schedule. Once the changes have been approved, the Committee members need agreement on continued participation through project completion. Most importantly, the Committee members need to agree on a protocol to hold each other accountable going forward.
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