What is the erp software implementation scenario of the change management ?

Packco incorporation adopted the erp implementation in a very feasible, soft and proactive approach. The senior management did not want to interrupt the routine tasks and operations. For this reason, a change management team was implemented in which both inhouse and external development team.

The deployment and configuration of the SAP software was the biggest and tough decision for the company. The regular interaction was necessary to happen between the end user and the software interface. For this the change management was very necessary.

Firstly all the inputs were decided by the implementation team members and many meetings were being held by the senior management especially in finance related decisions. The middle managers were also involved in the conversation with the implementation team to map the regular workflow designs and processes.

The training and post implementation team was adjoint with the PWC consultants. PWC consultants had firm believe in transferring the functional knowledge to the software members. It helped in enhancing the knowledge of the existing members.

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reference link -

http://mukeshtiwari1.website2.me/academic-erp-software/what-are-the-implementation-reasons-for-the-erp-software-in-packgo

Why was the erp software represented into the packgo company ?

Packgo is the part of the seven divisions which deals in packaging and recycling processes. It was started in 1948 and today it is one of the most world’s largest packaging dealer company. It has the total annual turnover of 10 billion AUD. It employs more than 9000 employees and it is headquartered in Melbourne, Australia.

Why ERP was implemented in the packgo company ?

In 1998, Packgo company decided to implement the integration between the finance and reporting data across all the sub departments within the single system. Because of using the different legacy systems, it was not possible to correctly integrate all the data and proper reporting data was also not proper.

How ERP software was implemented in the packgo company ?

When ERP was to be implemented in the packgo erp software, its implementation was distributed under the two external vendors - one was SAP and technical implementation vendor was PWC. The SAP R/3 software was selected as the appropriate software.

PackCo’s ERP project commenced in 1998 after a series of vendor evaluation studies. The senior management decided that the project would involve two external vendors. PriceWaterhouseCoopers (PWC) was selected to be the technical implementation vendor and SAP was to be the software vendor. The SAP-based ERP platform to be purchased was SAP R/3.    

There were two modules were selected,  which were finance modules and material management. Later on they decided to implement the further modules related to sales, distribution, CRM and project management.     

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reference link -

https://universityerp12345.wordpress.com/2018/10/25/what-is-the-implementation-reasons-of-the-erp-in-the-packgo-company/

WHat is the post implementation issue in managing the erp software ?

In a company alike EntertainCo, ERP software is an ongoing phenomenon. The ERP development team of entertainco was always involved in developing new modules and functionalities in the ERP software for the further development. After that the total 95 modules were added to the software and as the added functionality, S&D module was attached to the software with the module advancement.

It was overall necessary for the end users to make familiarise themselves with the overall functionality of the software and it tool overall 6 months to complete this task by the employees. The finance module to the SAP software was the standalone action by the implementation team which could contribute to the overall finance related operations.

The most important module was related to the IPM software that was made as per according to to support the sales and distribution systems. Later on the BPC modules were also added to the business planning and development.

Conclusion -

The overall SAP software was made to the company to replace its existing legacy systems and the overall GST reporting were also included in the overall modules. There were also the benefits to add the reporting and automation problems. After the CRM module development, the speed of the business regular growth development was increased.    

Unlike other traditional ERP stories, entertainco erp software was not just only about implementing erp software, but it is the evolving story of the erp implementation in a variable business environment. It was further necessary to improve the refne the system performance.   

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reference link - 

https://indian-crafts-55.webself.net/blog/2018/10/21/what-was-the-post-implementation-issue-in-entertainco-company 

What was there ason for change implementation in the entertainco company ?

When a completely new ERP software is about to be launched in the organization, it is always necessary to perform the change management as well. In the entertainco company the need of change was felt needed and the change was needed permanently as per according to the management needs and business operations.

In that erp software, first it was necessary to develop software requirements as per according to the relevant stakeholders. It was also needed to develop the whole solution as per according to the system needs so that there should be no gap between the desired and gained output. At last, user acceptance testing was already necessary for end user to provide its involvement.

For the change management and user training, EntertainCo limited company prepared the inhouse development team, in which total 13 members were included from the development team of the team in which 5 of them were also included for the ERP system support.  

The company also implemented the user training workshops for onsite purposes. SAP manager was allocated to the entertainco company felt that the end user support was necessary to showcase the inner capabilities of the inner system. It created feedbacks for the SAp system to refine it.   

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reference link - 

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WHy was the rep software implemented into entertainco company ?

EntertainCo is an Australia based company whose parent company is Elimited. It was found in 1954 which was the largest media company in Australia. Elimited deals in operating cinema theaters, film and music distribution, film license distribution etc. Elimited company employed more than 5000 employees and had 5 business branches in whole of Australia.

Elimited company had its own erp as FMS ( finance management system ) which was not able to provide the whole financial data storage capacities for all the business branches of Australia. SO then they decided to implement the erp software given by SAP.

Why did the EntertainCo implement the SAP erp software ?  

In 2001, company decided to automate the financial operations. They decided to implement the erp software in other following directions like - material, sales, warehouse, HR and CRM as well. In addition to that they also created the new module IPM which was related to intellectual properties of organization.

The IPM module worked very greatly for the company like - it helped in contracts of film distributions and it also recorded the royalty payments to the films.This module was created to solve the redundancy problem of the existing legacy systems in Elimited.

Benefits -

• Establishing common goals among staff members
• improved quality of work life
• standard user interface
• improved shared services among the business units
• better reporting and auditing

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reference link -

http://motog2tom.soup.io/post/664724181/university-management-software

WHat were the erp changes in Govdep after the post implementation ?

The Govdep SAP ERP implementation can not be considered as a case of the successful ERP implementation, because it was being inspired from the NPWS case 1999. All the major upgrades in the post implementation phase were also inspired from the similar government agency. The last updation was performed in 2007 as SAP 7.0 in which additional modules were attached for credit management and warehousing.

The SAP manager always commented for the new IT policies implementation in Govdep, so that the ERP software and post upgrades can be implemented in a systematic and methodological manner. New frameworks were organized so that the new requirements could be fit into the new ERP software and unnecessary customisation can be prevented to reduce implementation costs.

After 2007. there was no major upgrades in the SAP software. Some functionality changes were performed due to changing requirements and for managing the internal and external environment necessities. Later on the company started to realize that there is no real benefits of implementing new upgrades in the software.

There were many changes occurred when the SAP implementation started to think that how business processes and operations could be performed together to get more value. There were many issues when the complete method of using the ERP software was heavily optimised and customised.

There were some issues where the increasing number of employees was the main reason of the change in the erp system working. Their travel and transportation was manageable for more than the 600 users. Later on after some customisations, it was manageable for the user capacity of more than 2000 users.    

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reference link -

https://app.xtensio.com/folio/vqtq6jyx

How was change management implied in erp handling in Govdep ?

When the Govdep implemented the erp software in its premises, it was not easy to continue it with a single version because the government policies are regularly changed. The restructuring of public agencies are regularly necessary and the business processes and data are necessary to be streamlined together. So Govdep had to upgrade the whole system on a continuous basis.

Govdep had already acquired some newcomer agencies in which new burdensome business processes were implemented which were described as per according to the new erp software of SAP because the consolidation of data was very necessary. So there was little flexibility and much burden in the workflow.

At some areas, Govdep had to restructure the complete work environment. Just like the - At Finance department, regular and new standard workflows were decided and implemented. To the end user, it was made mandatory to provide training sessions for performing the business operations effectively.

There were two type of training sessions were organized - online and face to face. The online trainings were usually for those users who were interested in taking training in their own time and in face to face training phase, the trainers themselves provided the training to the relevant staff. Training sessions were organized in the routine sessions so workers can not feel the extra workload.

The financial management team was also made capable the software training to the other staff members and the erp implementation team was responsible for maintaining the changes required in the system.   

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reference link -

https://literomasschoolerp.wordpress.com/2018/10/18/how-was-change-management-implied-in-the-govdep-before-implementing-erp-software/