Control Your ERP Destiny (Audiobook)
Steven Scott Phillips
This audiobook is narrated by a digital voice.
This book presents comprehensive strategies that enable organizations to take charge of their Enterprise Resource Planning projects to drive success. The book is a detailed guide for making informed...
Location:
United States
Description:
This audiobook is narrated by a digital voice. This book presents comprehensive strategies that enable organizations to take charge of their Enterprise Resource Planning projects to drive success. The book is a detailed guide for making informed decisions during each project phase. The history of implementing ERP systems has shown that leaving the fate of your Enterprise Resource Planning project in the hands of software consultants and vendors may only create a false sense of security. While the help of consultants is usually required, they are not all-knowing, have a limited ability to control the keys to project success, and are often the beneficiaries of cost overruns. When it comes to software vendors, their sales people will be long gone when it comes time to go-live with the new system. The book also contains many tips to select ERP software, manage service providers, transfer software knowledge, redesign business processes, develop the right implementation strategies, establish a realistic schedule and budget, and properly test the new system. It also addresses the various application and system infrastructure deployment options, emerging technology trends, and the implications from a software selection, implementation and on-going support standpoint. The information in this book is applicable to new implementations and system upgrades. It was recently named the No. 1 book for ERP Project Managers by Book Authority. Initially Published in June 2024. Last Update in June 2025. Duration - 8h 47m. Author - Steven Scott Phillips. Narrator - Digital Voice Mike G. Published Date - Thursday, 09 January 2025. Copyright - © 2025 Steven Scott Phillips ©.
Language:
English
INTRODUCTION
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ABOUT THE AUTHOR
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WHO SHOULD USE THIS BOOK
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HOW TO USE THIS BOOK
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PREFACE
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A FALSE SENSE OF SECURITY
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Something Needs To Change
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Running the Gauntlet
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ERP Project Risks Cannot Be Delegated
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Vendors Must Be Managed
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The Truth about ERP Software Vendors
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Software Consultants: The Less You Know, the More Money They Make
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TAKING PROJECT OWNERSHIP
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The Company Is More Than Partially to Blame
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Vendors Cannot Own Your Project (Even If You Want Them To)
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Stop Selling the Organization Short
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Software Knowledge–The Great Enabler
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Better Business Solutions (With Fewer Consultants)
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Reduce Software Consulting Cost
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IT'S A DO IT YOURSELF PROJECT
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Doing More On Your Own
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Overcome the Fear Mongering
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Invest in Your Own People
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The Three Foundational “In-House” Skills
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The Client Is the Project Manager
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Going Outside for a Project Manager
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Missing Link: The Business Analyst
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Learn How to Configure the Software
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Justification for In-House Application Experts
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Option 1: Grow Your Own Application Consultants
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Option 2: Hire New Employees for Application Consultant Roles
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ALIGNING SENIOR MANAGEMENT
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Is Senior Management Always the Problem?
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Managing Executives
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Uninformed Commitment
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What Commitment Looks Like
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Do You Really Need a New System?
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Thirteen Questions to Ask before Considering ERP
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Reengineering Versus a Package Implementation
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Organize Sooner
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Sr. Management Education
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Sr. Management Education Topics
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Education on New Operating Strategies
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Learn the Hard Lessons the Easy Way
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Need for Independent Educators
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Senior Management and the Software
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The Role of Consulting Firm Practice Leaders
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Supplemental Education
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Ready for a Readiness ERP Assessment?
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SELECTING ERP SOFTWARE
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Do Not Doom the Project from the Start
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Software Deployment Plans & Emerging Technologies
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Software Evaluation Process
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No Shortage of Package Information
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Software Selection Consultants
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The Show Me Philosophy
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Get Management Involved
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Software Selection: A Change Management Tool
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Do Not Let Vendors Hijack the Evaluation
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The Law of Diminishing Returns
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The Wrong Software Selection Drivers
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Planning Assumptions, Risks, and Constraints
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Two-Levels of Software Requirements
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The Must-Haves
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Detail Functional Requirements
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User “Desirements” Versus Business Requirements
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Work Around Requirements
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Define the What, Not the How
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The Weight of Importance
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Request for Information
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The Vendors to RFI
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Software Tier Implications
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The Short List
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The Detail Evaluation
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Package Scoring
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Tips to Manage Software Demos
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Test Drive the Software
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What Is Behind the Curtain?
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Beware of Bolt On Software
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Evaluating Technology
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Evaluating Implementation Support
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Evaluating Software Support
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The Percent Fit
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Avoiding Shelfware
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Reference Checks
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The Final Selection and Senior Management Sign-off
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Managing Contract Negotiations
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Software Agreements and Contract Tips
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Financial Exposure
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Licensing Cost
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Warranties and Remedies
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The Source Code
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Support and Maintenance
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Right-Size Support
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Returning Software Licenses
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SaaS–Additional Contract Considerations
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SELECTING SOFTWARE CONSULTANTS
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The Seventeen Consultant Myths and Half-Truths
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Primary Service Provider
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Types of Consulting Firms: Pros and Cons
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The Consultant Selection Process
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Evaluating Each Type of Conultants
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Evaluating Application Consultants
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A Real Methodology?
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Realistic Consulting Quotes
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Playing The Fixed Price Game
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Implementation Services – Contract Tips
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THE ERP ROADMAP
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The Sales Proposal Is Not “The Plan”
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Owning The Plan
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Get the Help You Need
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Avoiding the Icebergs
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Deliverables - A Project Manager's Best Friend
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The Planning Phase
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The Implementation Phases
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The Discovery Phase – Defining the Right Questions to Ask
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The Design Phase – Putting A Stake in the Ground
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The Construction Phase – Building the Beast
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The Testing Phases – Six Types
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The System Cutover – Pulling It All Together
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THE PROJECT BUSINESS CASE
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Clearing the Path
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The Compelling Need for Action
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Project Objectives
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Benefits and Savings
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The Question of Headcount Reduction
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Realizing Benefits
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Measuring for Success
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A CHOICE OF METHODOLOGY
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Methodology Matters
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Rapid Deployment Approach
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Rapid Deployment Risks
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Traditional Approach
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Traditional Approach Risks
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The Best Approach?
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THE PROJECT SCOPE AND BOUNDARIES
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What Do You Mean It Is Out of Scope?
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Taking Inventory
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Aligning Scope with Project Objectives
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The Ten Dimensions of Project Scope
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The Level of Effort
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The Number of Implemention Sites
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Business Processes
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Degree of Business Process Redesign
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The Question of Standardization
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Software Modules
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Software Features and Functions
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Data Conversions
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Interfaces
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Temporary or Permanent
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Interface Complexities
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Number of Reports
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Disposition Reports
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Software Modifications
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Are Modifications Always a Bad Idea?
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Number of End Users
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Boundaries (What Is Out-of-Scope?)
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THE SOFTWARE ROLLOUT STRATEGY
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Rollout Options
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Do Not Wreck the Business
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Phasing: Pros and Cons
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Phasing Considerations
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Offset the Downside of Phasing
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Parallel Pilots
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ORGANIZING FOR SUCCESS
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The Project Teams
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As Required Roles
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Do Not Over-Structure
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Resource Commitments
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Do Not Send The “B” Team
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Plan the Resource Transition
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Project Team Accountability
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The Right Executive Sponsor and Steering Team
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Sponsor and Steering Team Responsibilities
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The Project Manager—More Than Just a Figurehead
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Project Manager Attributes
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Project Manager Responsibilities
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Application Team Leader Attributes
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Application Team Leader Responsibilities
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Functional Analyst Attributes
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Functional Analyst Responsibilities
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Application Consulting Options
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The Client vs. Consultants Responsibilities
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IT Support Analysts
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THE REAL SCHEDULE AND BUDGET
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Three Stages of Project Estimating
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Early Budgeting Estimates
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The Project Funding Estimates
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The Baseline Estimates-Used to Manage The Project
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The Detail Schedule
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The Critical Path
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Use of Slack Time
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Protect the Schedule
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The Master Schedule
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The Final Budget
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THE RIGHT TECHNOLOGY QUESTION TO ASK
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Keep Technology Off The Critical Path
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IT Department Linkage
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The Right IT Skills
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The IT Bandwidth
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