by John McGrann

   This article was originally published in The Productivity Institute (PI) Newsletter 

In these recessionary times, companies are focused on delivering more efficient services through Enterprise Resource Planning (ERP). Unfortunately, ERP proposals usually require investment and often meet resistance. When the resistance is from senior managers it is all the more challenging… 

I can think of no bigger weakness generally in the ERP world than the big hole between IT (Applications) and the Business - the home of lost ideas, issues, duties, roles, responsibilities, tasks, deliverables, improvements, productivity, solutions, resources, policies, communications etc.  Once a system goes live, often the momentum for improvement disappears with it.  The lack of knowledge about ERP systems further exacerbates this problem.  The answer to filling in the big hole is…ERP Super Users.

Identify, select, develop and empower key business users who have an aptitude and passion for your ERP system.  ERP systems are enterprise systems and should be driven and owned by the Business and not by the technologists. ERP Super Users should strive to support and satisfy four objectives:
- Automation of business processes to improve productivity
- Information to enable better decision making
- Education of best practises and developments around ERP
- Transformation of how to do business using ERP as an enabler

An ERP Super User is a role within a job. It is not time consuming but the benefits can be huge. The ERP knowledge combined with the functional knowledge is a powerful combination. It is also a lot cheaper option than additional IT (Apps) resources or expensive external consultants.

So how can they fill in that hole? These are the key activities which can be undertaken by ERP Super Users that will drive greater value from your ERP system:

• Business Process - manager of the business processes for selected area. Working with IT (Apps) team to promote further automation and process streamlining
• Module owner / manager - controls access to own functional modules
• Change agent - a positive and active force for change programmes around ERP
• Educator - updating colleagues at all levels on the further capabilities, updates and potential of the ERP system
• Training - consulted on implementation training plans and ongoing training for current and new users
• Solutions - leading Business side and jointly delivering with IT (Apps) a cost benefit analysis for all significant spending on ERP
• Engagement model - regular meeting with appropriate levels on the IT (Apps) team to fix issues and planning around ERP
• Housekeeping - assuring housekeeping routines and data quality standards maintenance
• Custodianship model - supporting the clarity of roles and responsibilities of the Business side and IT (Apps) side in the ERP space
• Intranet Site - championing continuous improvement in the use of ERP and communicating updates to users
• Rapid reaction - coordinates the Business side on serious incidents and extraordinary requirements
• SMEs - Subject Matter Experts for the implementation team and for upgrades and major enhancements
• Support System - 1st line support and monitors active support tickets and expedites
• Super User group - member of the functional  Super User Group
• Reporting - working closely with the IT (Apps) team to meet functional reporting needs in the most cost effective way and controlling access to reporting tools

ERP Super Users combine their applications skills with business expertise in a cost effective way to drive greater value from Enterprise Resource Planning systems. They are a shining example of empowerment in an organisation. Once the big hole is filled in, it’s time to start building on secure ground.

And then, real strides in productivity and efficiency can be realized.

John McGrann  (MBA ACMA AIMC) describes himself as an ‘ Oracle Applications Manager’ and has a practical and professional approach with well developed business management, financial and applications skills, gained through working on a range of projects, change and support assignments for UK public sector and international private sector organisations.

www.DriveERP.com
John@DriveERP.com
+357 96-728265

by John McGrann

   This article was originally published in The Productivity Institute (PI) Newsletter 

Why do people who ostensibly have the same start in the career race perform at different levels?  Despite the same standards of academic achievement, similar backgrounds, the same training, shared social skills and work experience, some individuals perform much better than others. Recent studies have shown that   our natural and learned skills through training and experience - the basics - only represent at best a 20% contribution to our performance. The remaining 80% which affects our performance comes from our personal skills - those crucial other elements such as our thinking and our behavioral aspects including but not limited to:

• Decision making ability and judgment
• Leadership
• Assertiveness
• Coping with stress
• Enthusiasm and energy (Passion)
• Motivation
• Team building
• Self-confidence
•  Initiative

These are the drivers for successful personal performance. It explains why some professionals with less academic achievement outstrip their better qualified peers.   Perhaps acquiring the basics will ensure satisfactory performance - but it’s the ‘drivers’ that deliver superior performance.

In a recent poll on the value of Enterprise Resource Planning (ERP) systems as seen by business professionals on the social networking website LinkedIN.com the results were as follows:

32% - Real Cash Benefit / Can’t Live Without It
68% - Too Complex / Little Value / In Learning Mode

So why are so many organizations failing to perform to a high level  in automating processes, informing stakeholders (reporting), educating users and managers,  and transforming they way business is done? Surely these are the key objectives for all ERP systems. I believe we can learn a few things from people performance when we analyze the shortcomings of ERP systems performance.

Many of these organizations share the same basics including: the technical infrastructure; qualified IT and Applications staff; competent users; the project methodology; implementation integrator and the same ERP application itself which is in use in many global organizations. 

Organizations which fail to maximize the potential of ERP systems display similar problems such as heavy customizations, a lack of planning and management, disgruntled users, ad hoc ancillary systems in MS Excel and MS Access, an array of reporting tools; problematic interfaces and are often IT driven. There is a big gap between the users and the applications team in IT.

Could it be that just like people, ERP systems need behaviors and attributes to drive them to success? Does the ‘Go live’ signal the end of the process or merely a point in the journey. I believe even in successful ERP implementations the ‘Go Live’ is the half way mark at best.

So what are the ‘drivers’ for ERP performance success? In my experience I would suggest the following:

• Actually Managing Applications – as an investment
• Successful Change Management  - people are key 
• Leading a Support Team – proactive not reactive
• Measuring Success and Value for Money – monitoring performance
• Data and Information – planning and managing
• Customers and Collaboration – working together for the benefit of all
• Reporting and Business Intelligence – the right tools for the job
• Empowerment and Super Users – unleash skills and passion
• Change Control and Value for Money – cost benefit analysis
• Project Management Kept Simple – the short and long term view
• Process Improvement – continuous and alignment with applications
• Management Information Systems –  efficient and effective systems

These are all people centered activities required for better ERP systems performance.  Fundamentally, ERP systems are investments. They need plans, actions, energy, rules, policies, analysis, management, customer focus, leadership and lots of passion to drive performance. The drivers of people and ERP systems performance have striking similarities.

I wonder if there is a link between highly performing ERP management and highly performing ERP systems…..

John McGrann MBA ACMA AIMC, describes himself as an ‘ Oracle Applications Manager’ and has a practical and professional approach with well developed business management, financial and applications skills, gained through working on a range of projects, change and support assignments for UK public sector and international private sector organizations.
www.DriveERP.com  
John@DriveERP.com
+357 96-728265