W2 GA - TeamF_Project Scope Statement
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Successfully Navigating the Turbulent Skies of a Large-Scale ERP
Implementation
Project Scope Statement (PSS) Version 1.0
Team F
Binoli Shah
Darshan Shaha
Neel Shahanand
Sumeet Reddy
Sriyanka Sathyanarayanshetty Sridhar
(Project Management) 6005 – Project Scope Management
Professor Rose Marota
Northeastern University Boston
April 24th, 2023
Spring 2023 Quarter
ERP IMPLEMENTATION
PSS V
ERSION
H
ISTORY
Version
#
Date
Author
Key Differences
1.0
04/24/2023
Binoli Shah
Darshan Shaha
Neel Shahanand
Sumeet Reddy
Sriyanka S S
Project Scope Statement –
First Version
Scope Management Plan [1.0]
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ERP IMPLEMENTATION
T
ABLE
OF
C
ONTENTS
1
Executive Summary
..............................................................................
4
2
Project Objective Statement
................................................................
4
3
Business Goals & Success Criteria
....................................................
4
3.1
Business Goals
...............................................................................
4
3.2
Success Criteria
..............................................................................
5
4
Solution Requirement
..........................................................................
6
5
Exclusions (Out of Scope)
...................................................................
7
6
Project Constraints
...............................................................................
7
7
Assumptions
.........................................................................................
8
8
Risks
......................................................................................................
8
9
Approvals
..............................................................................................
8
10
References
..........................................................................................
9
Scope Management Plan [1.0]
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ERP IMPLEMENTATION
1
Executive Summary
This project aims to implement an enterprise resource planning (ERP) system in a large
corporation to improve organizational efficiency and streamline business processes.
The project will follow the guidance provided in the book "Successfully Navigating the
Turbulent Skies of a Large-Scale ERP Implementation" and utilize key features such as
executive sponsorship, project management, business process reengineering, change
management, data management, and system integration. The project will begin by
defining the deliverable and drafting requirements followed by creating a work
breakdown structure (WBS) that outlines all the necessary steps for designing, building,
and testing the ERP system. By following the prescribed framework and utilizing
pragmatic guidance, the project aims to optimize the advantages of the ERP investment
and enhance the probability of a successful implementation.
The implementation of an ERP system in a large corporation is a critical undertaking
that can have a significant impact on the organization's efficiency and bottom line.
Therefore, following a proven framework and utilizing pragmatic guidance is essential
for a prosperous implementation. The project aims to improve organizational efficiency
by streamlining business processes, providing accurate data, and enhancing
collaboration between different departments. The implementation of the ERP system will
require strong executive sponsorship, effective project management, and change
management processes to ensure a smooth transition.
2
Project Objective Statement
To implement an enterprise resource planning (ERP) system in a large corporation,
resulting in streamlined business processes, improved organizational efficiency,
accurate data, and enhanced collaboration between departments.
3
Business Goals & Success Criteria
3.1
Business Goals
A goal is a broad and all-encompassing statement that provides the general context for
the desired outcome of a project (Khan, 2017).
Improve operational efficiency by streamlining business processes.
o
Order processing: Bridgeton Industries will streamline its order processing
process by implementing a new ERP system that will automate many of
the manual steps involved in the process. This will free up employees to
focus on more value-added tasks, such as customer service.
o
Inventory management: Bridgeton Industries will streamline its inventory
management process by implementing a new ERP system that will
Scope Management Plan [1.0]
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ERP IMPLEMENTATION
provide real-time visibility into inventory levels. This will allow the company
to better manage its inventory and avoid stockouts or excess inventory.
o
Customer service: Bridgeton Industries will streamline its customer service
process by implementing a new ERP system that will provide a single view
of customer data. This will allow customer service representatives to
quickly and easily resolve customer issues.
Reduce inventory levels by optimizing inventory levels and reducing waste.
o
Optimizing inventory levels: Bridgeton Industries will optimize its inventory
levels by using the new ERP system to track inventory levels and demand.
This will allow the company to maintain the right amount of inventory on
hand to meet customer demand without carrying excess inventory.
o
Reducing waste: Bridgeton Industries will reduce waste by using the new
ERP system to identify and eliminate unnecessary steps in the production
process. This will help the company to produce more products with less
waste.
3.2
Success Criteria
Achieve at least a 20% reduction in lead times.
Achieve at least a 25% reduction in cycle times.
Achieve at least a 10% increase in output.
Achieve at least a 30% reduction in order processing times.
Achieve at least a 20% reduction in delivery times.
Achieve at least a 30% reduction in inventory levels.
Achieve at least a 20% decrease in carrying cost.
As stated in the Project Management Institute's (2022) A Guide to the Project
Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, the business goals
in a project scope statement are the overall objectives that the project is intended to
achieve. They should be specific, measurable, achievable, relevant, and time-bound
(SMART).
Scope Management Plan [1.0]
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ERP IMPLEMENTATION
4
Solution Requirement
Req#
Solution
Requirement
Prioritizatio
n
(MoSCoW)
Acceptance Criteria
Who will
approve/accept
deliverable?
1
Comprehensive
Project Plan
Must
All implementation-related
elements should be included in the
project plan, including timeframes,
milestones, budget, roles and
responsibilities, risk management,
and a communication strategy.
Executive Sponsor
2
Change
Management
Strategy
Must
A detailed plan for managing the
change process and ensuring user
adoption, including communication
and training strategies, user
acceptance testing, and
stakeholder engagement
Change
Management
Sponsor
3
Data Migration
Plan
Should
A plan for moving data from legacy
systems to the new ERP system
that takes data preparation,
mapping, and validation into
consideration
Business Unit
Manager
4
Integration Plan
Should
A plan for integrating the ERP
system with existing systems and
processes, including technical
specifications, testing, and
validation
IT Manager
5
Customization
Plan
Could
A plan for customizing the ERP
system to meet specific business
requirements, including
development, testing, and
validation
Business Unit
Manager
6
Performance
Monitoring Plan
Could
A plan for monitoring the
performance of the ERP system
and identifying areas for
optimization, including
performance metrics, reporting,
and analysis
IT Manager
7
Post-
Implementation
Review
Wait
A review of the implementation
process, including lessons learned,
recommendations for
improvement, and feedback from
stakeholders
Executive Sponsor
Scope Management Plan [1.0]
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ERP IMPLEMENTATION
5
Exclusions (Out of Scope)
Exclusions (Out of Scope) for "Successfully Navigating the Turbulent Skies of a Large-
Scale ERP Implementation" could include:
1.
Business Process Re-engineering: The project will not include a re-evaluation or
redesign of current business processes. The focus is on the implementation of
the ERP system, not on the improvement of business processes.
2.
Hardware Infrastructure Upgrade: The project will not include an upgrade of
hardware infrastructure to support the new ERP system. Our project team will
assume that the current hardware infrastructure can support the new system,
and any required upgrades or changes will be the responsibility of the IT
department.
3.
Software Development: The project will not involve the development of new
software applications or modules to integrate with the ERP system. Our project
team will focus on configuring and customizing the ERP system to meet the
business requirements but will not undertake any software development projects
outside of the scope of the ERP system
(Grossman & Walsh, 2004).
4.
Data Analysis and Reporting: The project will not include the design or
development of any new data analysis or reporting capabilities outside of the
standard reporting provided by the ERP system. Our project team will focus on
ensuring that the ERP system is correctly configured, and that the data is
accurately migrated, but will not undertake any data analysis or reporting projects
that are not directly related to the ERP system
(Bingi, Sharma, & Godla, 1999).
6
Project Constraints
Constrained due dates: Due to commitments under the client's contract, the
project delivery date is set. Any project delivery delay could result in fines and a
damaged reputation. As a result, we must make sure that all tasks are scheduled
and carried out in accordance with the project timetable.
Regulatory compliance: The ERP deployment may be subject to different
legislative obligations, such as those relating to data privacy, security, or financial
reporting, depending on the delivery and geographic area. Compliance with
these rules may have an impact on the project's budget or schedule and may call
for additional resources or knowledge.
Resource Availability: Resources like hardware, software, or specialist talents
may only be available in certain quantities or under certain conditions. For
instance, we might only have restricted access to some infrastructure or data, or
we might need to rely on third parties or contractors to deliver essential services
or support.
Scope Management Plan [1.0]
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ERP IMPLEMENTATION
7
Assumptions
Throughout the project's duration, the project team will have access to all
required resources, including hardware, software, and staff.
The ERP system will be adaptable and expandable to accommodate the
organization's expansion and changing requirements.
The project team will have access to important stakeholders and subject matter
experts who can offer direction and help during the implementation phase.
8
Risks
As stated by Gupta (2022), all projects are susceptible to risks that have the potential to
derail the project and result in setbacks, loss of money, time, and customers, if not
managed appropriately.
If there are unexpected changes to corporate procedures or project
requirements, then it could cause delays, additional expenses, or a project's
failure to produce the required results.
If there are problems with vendor selection and management, then the ERP
system project may encounter delays, cost overruns, and quality problems.
If there are problems with data migration or integration, then the project might not
be able to achieve the expected result or meet success criteria.
9
Approvals
Approver
(Position in
Organization)
Role in Project
Why included in list of approvers?
CEO
Executive
Sponsor
Their approval demonstrates the company's
dedication to the project's success as they are
the final decision-maker for the organization.
CFO
Financial
Sponsor
Their approval guarantees that the project is in
line with the financial objectives of the business
and that there are enough resources available
to support it.
Project Manager
Project Lead
Their approval guarantees that the project team
is in sync and prepared to move forward, as
well as that the scope statement appropriately
reflects the project's goals, deliverables, and
limitations.
Scope Management Plan [1.0]
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ERP IMPLEMENTATION
10
References
Aubert, B. A., Bourdeau, S., & Walker, B. (2012). Successfully Navigating the Turbulent
Skies of a Large-Scale ERP Implementation. Journal of Information Technology Case
and Application Research, 14(1), 20-38.
Khan, S. (2017, October 31). Differences between goals, requirements and
deliverables. Retrieved from https://sarfraz.pro/2017/10/differences-between-goals-
requirements-and-deliverables/
Project Management Institute. (2022). A Guide to the Project Management Body of
Knowledge (PMBOK® Guide) – Sixth Edition. Newtown Square, PA: Project
Management Institute.
Bingi, P., Sharma, M. K., & Godla, J. K. (1999). Critical issues affecting an ERP
implementation. Information Systems Management, 16(3), 7-14.
Grossman, R., & Walsh, P. (2004). Implementing enterprise resource planning: Lessons
learned. Journal of Information Systems Management, 21(2), 11-20.
Gupta, S. (2022, May 26). 7 Common Project Risks and How To Mitigate Them (Expert
Tips Included). Capterra. Retrieved from https://www.capterra.com/resources/common-
project-risks/
Scope Management Plan [1.0]
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