Description
The ppt lists the high risk areas, medium risk areas, low risk areas post SAP implementation at Indraprastha Power Generation Co. Ltd.(IPGCL) and Pragati Power Co ltd.
SAP Project Management Review Post Implementation
Introduction and Methodology
SAP Project Management Review Post Implementation
A Brief History
July 1st, 2002 – Indraprastha Power Generation Co. Ltd.(IPGCL) and Pragati Power Co. Ltd.(PPCL) come into existence to meet the growing power demands of Delhi. A combined capacity of 529.5 MW (IPGCL - 247.5MW & PPCL – 282 MW). Sep 2009 – SAP implementation goes live in a record implementation time of 9 months! As of now the ERP project is in a stabilization state. Six SAP modules implemented at IPGCL are:
• • • • • • Finance Human resources Project System Plant Maintenance Business Intelligence Materials Management
Methodology
Interviewed across hierarchies as well as functions
Department Heads Senior Management
End users
Recommendations given on the basis of data collected Issues divided into
• High Risk • Medium Risk • Low Risk
Levels
Finding and Recommendations
SAP Project Management Review Post Implementation
High Risk Issues
• Using hierarchical leverage to implement change management successfully • Offering VRS to people on the verge of retirement • Organized training to the personnel to boost confidence • Policies should be designed to support the SAP implementation • Senior management should take active roles in deciding the policies related to effective usage of SAP
Some Employees still resistant to accept SAP
Misaligned Company Policies
Absence of KRAs
No change in roles and responsibilities
• Set the important KRAs • Benchmark with industry and sectoral standards
• New effective roles and responsibilities should be provided to the personnel for their time utilization
Medium Risk Issues
No. Finding 1 Unintended work 2 repetition Recommendation of Communicate properly the usability and the reasons for implementing ERP at both plants to the employees of lower level in hierarchy. ? ? Changes need to be made into SAP UI. If its not possible, then a big graphical display of the whole entry process into ERP should be there in the respective departments Effective Knowledge Transfer Provision of ERP trainings for inter-department transfers. Emphasis should be on not sharing the password It should be made clear that for any error, the accountability lies with the person who has got the username.
SAP not user friendly
3 4
Training not given department is changed Accountability Issues
if ? ? ? ?
5
Senior management not Efforts should be made to properly communicate to everyone about interested is viewing reports the usability and the reasons for implementing ERP at both plants Marked but unmeasured Employees rendered redundant can be retrained for value adding effort reduction activities Functionality Glitches Solve system issues on a priority basis
6
7
Medium Risk Issues
Unintended repetition of work
• Communicate properly the usability and the reasons for implementing ERP at both plants to the employees of lower level in hierarchy
SAP not user friendly • Changes need to be made into SAP UI. • If its not possible, then a big graphical display of the whole entry process into ERP should be there in the respective departments Training not given if department is changed
• Effective Knowledge Transfer • Provision of ERP trainings for inter-department transfers.
Medium Risk Issues (Contd.)
Accountability Issues • Emphasis should be on not sharing the password • It should be made clear that for any error, the accountability lies with the person who has got the username.
Senior management not interested is viewing reports
• Efforts should be made to properly communicate to everyone about the usability and the reasons for implementing ERP at both plants Marked but unmeasured effort reduction • Employees rendered redundant can be retrained for value adding activities Functionality Glitches • Solve system issues on a priority basis
Low Risk Issues
No ERP account to every employee
If ERP username cannot be provided to every employee, then the AM username should have a provision to access HR functions on the behalf of employees under his department
Store Keeper using the ledger to counterche ck
Majority of the parts has been corrected till now but to obtain 100% accuracy, a minor audit for whole codification is required
Thank you!
doc_952925716.pptx
The ppt lists the high risk areas, medium risk areas, low risk areas post SAP implementation at Indraprastha Power Generation Co. Ltd.(IPGCL) and Pragati Power Co ltd.
SAP Project Management Review Post Implementation
Introduction and Methodology
SAP Project Management Review Post Implementation
A Brief History
July 1st, 2002 – Indraprastha Power Generation Co. Ltd.(IPGCL) and Pragati Power Co. Ltd.(PPCL) come into existence to meet the growing power demands of Delhi. A combined capacity of 529.5 MW (IPGCL - 247.5MW & PPCL – 282 MW). Sep 2009 – SAP implementation goes live in a record implementation time of 9 months! As of now the ERP project is in a stabilization state. Six SAP modules implemented at IPGCL are:
• • • • • • Finance Human resources Project System Plant Maintenance Business Intelligence Materials Management
Methodology
Interviewed across hierarchies as well as functions
Department Heads Senior Management
End users
Recommendations given on the basis of data collected Issues divided into
• High Risk • Medium Risk • Low Risk
Levels
Finding and Recommendations
SAP Project Management Review Post Implementation
High Risk Issues
• Using hierarchical leverage to implement change management successfully • Offering VRS to people on the verge of retirement • Organized training to the personnel to boost confidence • Policies should be designed to support the SAP implementation • Senior management should take active roles in deciding the policies related to effective usage of SAP
Some Employees still resistant to accept SAP
Misaligned Company Policies
Absence of KRAs
No change in roles and responsibilities
• Set the important KRAs • Benchmark with industry and sectoral standards
• New effective roles and responsibilities should be provided to the personnel for their time utilization
Medium Risk Issues
No. Finding 1 Unintended work 2 repetition Recommendation of Communicate properly the usability and the reasons for implementing ERP at both plants to the employees of lower level in hierarchy. ? ? Changes need to be made into SAP UI. If its not possible, then a big graphical display of the whole entry process into ERP should be there in the respective departments Effective Knowledge Transfer Provision of ERP trainings for inter-department transfers. Emphasis should be on not sharing the password It should be made clear that for any error, the accountability lies with the person who has got the username.
SAP not user friendly
3 4
Training not given department is changed Accountability Issues
if ? ? ? ?
5
Senior management not Efforts should be made to properly communicate to everyone about interested is viewing reports the usability and the reasons for implementing ERP at both plants Marked but unmeasured Employees rendered redundant can be retrained for value adding effort reduction activities Functionality Glitches Solve system issues on a priority basis
6
7
Medium Risk Issues
Unintended repetition of work
• Communicate properly the usability and the reasons for implementing ERP at both plants to the employees of lower level in hierarchy
SAP not user friendly • Changes need to be made into SAP UI. • If its not possible, then a big graphical display of the whole entry process into ERP should be there in the respective departments Training not given if department is changed
• Effective Knowledge Transfer • Provision of ERP trainings for inter-department transfers.
Medium Risk Issues (Contd.)
Accountability Issues • Emphasis should be on not sharing the password • It should be made clear that for any error, the accountability lies with the person who has got the username.
Senior management not interested is viewing reports
• Efforts should be made to properly communicate to everyone about the usability and the reasons for implementing ERP at both plants Marked but unmeasured effort reduction • Employees rendered redundant can be retrained for value adding activities Functionality Glitches • Solve system issues on a priority basis
Low Risk Issues
No ERP account to every employee
If ERP username cannot be provided to every employee, then the AM username should have a provision to access HR functions on the behalf of employees under his department
Store Keeper using the ledger to counterche ck
Majority of the parts has been corrected till now but to obtain 100% accuracy, a minor audit for whole codification is required
Thank you!
doc_952925716.pptx