ERPMakingItHappenEbookpart2of2（英文版）

INITIALEDUCATIONANDTRAININGSALES&OPERATIONSPLANNINGDEMANDMANAGEMENT,PLANNING,ANDSCHEDULINGPROCESSESPROCESSDEFINITIONFINANCE&ACCOUNTINGPROCESSESPROCESSDEFINITIONANDIMPLEMENTATIONSOFTWARECONFIGURATION&INSTALLATIONPILOTANDCUTOVERSOFTWARESELECTIONPERFORM-ANCEGOALSPROJECTORGANIZ-ATIONAUDIT/ASSESSMENTIIIONGOINGEDUCATIONANDTRAININGADDITIONALINITIATIVESBASEDONCORPORATESTRATEGYONGOINGSOFTWARESUPPORTERPPROVENPATHPHASEIBASICERPPHASEIISUPPLYCHAININTEGRATIONPHASEIIICORPORATEINTEGRATION012345678910111213141516171819+MONTH:GO/NO-GODECISIONCOST/BENEFITVISIONSTATE-MENTFIRST-CUTEDUCATIONAUDIT/ASSESSMENTIDATAINTEGRITYAUDIT/ASSESSMENTIIFigure9-1Specifically,howwillwecommunicateandcollaboratewithoursupplychainpartners—ourcustomers,suppliers,andsisterdivi-sions—regardingtheirandourneedsforproductandmaterial?Whatmediawillweusetosendandreceiveschedules—theInter-net,EDI,fax,phone,and/orU.S.mail?Wedon’thavebranchwarehouses,butwedohaveconsignmentin-ventoriesatourstockingreps.WillweneedtodoaformofDis-tributionResourcePlanning(DRP)onthoseinventories?Ifso,whowillberesponsibleforoperatingtheDRPsystem:theSalesDepartment,Logistics,orsomeoneelse?Weunderstandsupplierschedulingandhowitworks.Butspecifi-cally,howwillwedoitwithouroverseassuppliers?Andwhataboutoursisterdivisionswithinthecorporationfromwhomwebuymaterial;willweprovidethemwithsupplierschedulesorwithsomethingelse?Lessthanhalfofourmanufacturingprocessesarejobshop,andthey’renotverycomplex.Willweneedtoimplementjobplantori-entedtoolssuchascapacityrequirementsplanningandplantfloorcontrol?Couldweavoidhavingtoimplementthosetoolsbycreatingcellsandmovingevencloserto100percentflow?Thisisanearlytaskforprojectteampeople,withalittlehelpfromtheirfriendsonthesteeringcommittee.We’vealreadydiscussedtheforumforthisstep:theseriesofbusinessmeetingsforthedepart-mentheadscoveredinChapter7.OntheProvenPathdiagram,webreakoutthisdefinitionstepseparatelytoemphasizeitsimportance.However,thesedetaileddefinitionsarelargelytheoutputfromtheseriesofbusinessmeetings,perhapswithsomeadditionalrefinementandimprovementsbythemanager(s)involved.Asafinalstep,theex-ecutivesteeringcommitteeasawholeshouldreviewandauthorizethesedefinitions.Thisstepprovidesanimportantlinkagefunction:Itflowslogicallyfromaudit/assessmentI,fromthevisionstatement,andfromeduca-tion,anditservesasamajorinputintotheprojectschedule.Itveri-fiesthatthedetailsoftheschedule—whatactuallywillbedone—areconsistentwiththevisionstatement.Figure9-2,developedbyPeteSkurlaoftheOliverWightorganization,depictsthisprocess.ProcessDefinition181CREATINGTHEPROJECTSCHEDULETheERPprojectscheduleisthebasiccontroltoolusedtomanagetheprojecttoatimelyandsuccessfulconclusion.Foracompany-wideimplementation,itneedstobe:•Aggressivebutattainable(theapproximately18-monthsched-ulewe’veseen).•Expressedindaysorweeks,foratleasttheshort-to-mediumterm.Monthsaretoolargeatimeframeforeffectivescheduling.182ERP:MIHFigure9-2Audit/AssessmentINewManagementAwareness(FromEducation)VisionStatementProcessDefinitionDesignofthenewwaythebusinesswillberun:-Consensus-DetailedvisionDetailedProjectSchedule-Namesanddates-300to600tasks-Aggressive•Complete,coveringallthetasksthroughtheendofphaseII(supplychainintegration).•Insufficientdetailtomanagetheprojecteffectively,butnotsoweightyitoverwhelmsthepeopleusingit.Foranaverage-sizedcompanyorbusinessunit,aprojectschedulewithbetween300and600taskscouldserveasaneffectiveprojectmanagementtool.•Specificinassigningaccountability.Itshouldnamenames,notmerelyjobtitlesand/ordepartments.Creatingtheprojectschedule.Thereneedstobewidespreadbuy-intotheprojectschedule,orit’llbejustanotherpieceofpaper.Itfol-lows,then,thatthepeoplewhodeveloptheprojectscheduleneedtobethesamepeoplewho’llbeheldaccountableforstickingtoit.They’reprimarilythedepartmentmanagers,andthey’reontheproj-ectteam.Theprojectleadercanhelpthedepartmentheadsandotherproj-ectteammembersdeveloptheprojectschedule.Heorshecannot,however,doitforthemordictatetothemwhatwillbedoneandwhen.Here’sonegoodwaytoapproachit:1.Theprojectleadercreatesafirst-cutschedule,containingsomeofthose300to600taskswejustmentioned,plusmajormilestones.Moreonthisinamoment.2.Thisfirst-cutscheduleisgiventotheprojectteammembersfortheirreviewandadjustment,asneeded.Duringthispro-cess,theymaywishtoconsultwiththeirbosses,mostofwhomareontheexecutivesteeringcommittee.3.Theprojectteamfinalizestheprojectschedule.4.Theprojectleaderpresentsthescheduletotheexecutivesteer-ingcommitteeforapproval.Aprocesssuchasthishelpstogenerateconsensus,commitment,andwillingnesstoworkhardtohittheschedule.Forabriefexampleofhowadetailedprojectmightlook,pleaseseeAppendixC.ProcessDefinition183MAINTAININGTHEPROJECTSCHEDULEChrisGrayhaswhatwefeelisanexcellentapproachtothistask:“Thepotentialproblemisthatwitha12–18monthproject,youcan’tanticipateallthethingsthathavetobedonetohitthemajormile-stones.WhatItellmyclientsisthattheyshouldlayouttheinitialprojectscheduleatthebeginningoftheprojectfocusingonmajormilestonesandthe‘typical’300to600activitiestosupportthem.Inthenearterm—90days—theyneedtohavelotsofdeta