Case study: Aquatech International Corporation ERP implementation Aquatech International Corporation was established in 1981 and specialized in pure water systems for the power industry. The existing Aquatech information systems had begun to hinder the company’s growth. Most of the company’s data were on paper. As the company grew and expanded, it became a time-consuming and often a very complex process to develop strategic reports on business and personnel processes. To remedy this, the company decided to replace their legacy systems with an ERP system that would automate and integrate business processes and data to produce key management reports. Aquatech chose SAP as its ERP to implement. An external consultant evaluated the different ERP systems on the market. Aquatech initially believed that SAP was not a good fit, but as the company went through the evaluation process, with help from an external consultant, they decided SAP actually was the best system for them. The implementation took one year, and, similar to other implementations, issues were discovered as they went through the implementation process. “We thought we’d have a really easy time because we had no legacy system,” said Devesh Sharma, Aquatech’s vice president of products and services. “We were wrong.” The implementation suffered from not enough skilled and dedicated resources, a lack of project sponsorship and accountability, institutional resistance, less-than-adequate communications, and a lack of clear goals. Even with these issues, the system went live and the implementation one year later was a success. Case questions: You are required to perform “The value proposition” step of “Total Solution” rapid implementation approach to answer the following questions. Is the investment in new technology justified? Does the ERP solution match the company’s objectives? Does management understand what change means, and does that change have full support? Is value being delivered throughout the process?
Critical Path Method
The critical path is the longest succession of tasks that has to be successfully completed to conclude a project entirely. The tasks involved in the sequence are called critical activities, as any task getting delayed will result in the whole project getting delayed. To determine the time duration of a project, the critical path has to be identified. The critical path method or CPM is used by project managers to evaluate the least amount of time required to finish each task with the least amount of delay.
Cost Analysis
The entire idea of cost of production or definition of production cost is applied corresponding or we can say that it is related to investment or money cost. Money cost or investment refers to any money expenditure which the firm or supplier or producer undertakes in purchasing or hiring factor of production or factor services.
Inventory Management
Inventory management is the process or system of handling all the goods that an organization owns. In simpler terms, inventory management deals with how a company orders, stores, and uses its goods.
Project Management
Project Management is all about management and optimum utilization of the resources in the best possible manner to develop the software as per the requirement of the client. Here the Project refers to the development of software to meet the end objective of the client by providing the required product or service within a specified Period of time and ensuring high quality. This can be done by managing all the available resources. In short, it can be defined as an application of knowledge, skills, tools, and techniques to meet the objective of the Project. It is the duty of a Project Manager to achieve the objective of the Project as per the specifications given by the client.
Case study: Aquatech International Corporation ERP implementation
Aquatech International Corporation was established in 1981 and specialized in pure water systems for the power industry. The existing Aquatech information systems had begun to hinder the company’s growth. Most of the company’s data were on paper. As the company grew and expanded, it became a time-consuming and often a very complex process to develop strategic reports on business and personnel processes. To remedy this, the company decided to replace their legacy systems with an ERP system that would automate and integrate business processes and data to produce key management reports.
Aquatech chose SAP as its ERP to implement. An external consultant evaluated the different ERP systems on the market. Aquatech initially believed that SAP was not a good fit, but as the company went through the evaluation process, with help from an external consultant, they decided SAP actually was the best system for them.
The implementation took one year, and, similar to other implementations, issues were discovered as they went through the implementation process.
“We thought we’d have a really easy time because we had no legacy system,” said Devesh Sharma, Aquatech’s vice president of products and services. “We were wrong.”
The implementation suffered from not enough skilled and dedicated resources, a lack of project sponsorship and accountability, institutional resistance, less-than-adequate communications, and a lack of clear goals. Even with these issues, the system went live and the implementation one year later was a success.
Case questions:
You are required to perform “The value proposition” step of “Total Solution” rapid implementation approach to answer the following questions.
- Is the investment in new technology justified?
- Does the ERP solution match the company’s objectives?
- Does management understand what change means, and does that change have full support?
- Is value being delivered throughout the process?
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