971655 許峻瑋

Knowledge in implementing/managing

the IS/IT project

CASE-The Brose Group Implements

Page.396-398

971619 徐浩翔 971640 王嬿淳 971627 黃筱軒

971652 蔡玠辰 971632 蘇巧如 971655 許峻瑋 971634 曾柏韜 971659 魏正琪971636 林瑋軒

971655 許峻瑋

The Brose Group Implements SAP – One Site at a Time (1)

• The Brose Group supplies windows, doors, seat adjusters, and related products for more than 40 auto brands.

• In the 1990s, Brose enjoyed rapid growth but found that existing information system were unable to support the company’s emerging needs.

• Too many different information systems meant a lack of standardization and hampered communication among suppliers, plants, and customers.

The Brose Group Implements SAP – One Site at a Time (2)

• Brose decided to standardize operations on SAP R/3, an ERP application licensed by SAP that supports more than a thousand different business processes.

• The Brose/SAP Consulting team decided on a pilot approach.

• The team constructed the implementation to be used as a prototype for installations at additional plants.

The Brose Group Implements SAP – One Site at a Time (3)

• The first time that Brose/SAP consulting team installed system was in a new plant in Curitiba, Brazil. Developing the first implementation was no small feat, because it involved information systems for sales and distribution, material management, production planning, quality management, and financial accounting and control.

• The second implementation, in Puebla, Mexico, required just 6 months for first operational capability.

• And the next implementation, in Meerane, Germany, was operational in just 19 weeks.

The Brose Group Implements SAP – One Site at a Time (4)

Modern manufacturing seeks to improve productivity by reducing waste, which means eliminating ：

-- Overproduction that leads to excess inventories

-- Unavailable needed and parts, which idle workers and facilities

-- Wasted motion and processing due to poorly planned

materials handling and operations activities

Manufacturing that eliminates these wastes is called lean manufacturing.

The Brose Group Implements SAP – One Site at a Time (5)

• To accomplish lean manufacturing, SAP has invented a business process it calls just-in-sequence （ JIS ） manufacturing.

• JIS is an extension of just-in-time （ JIT ） , the pull manufacturing philosophy.

• Parts not only arrive just in time, but also arrive in just the correct sequence.

• To achieve JIS, Brose used SAP R/3 combined with a supplementary SAP module called SAP for Automotive with JIS.

Question 1

Reflect on the nature of JIS planning. In general terms, what kinds of data must Brose have in order to provide JIS to its customers? What does Brose need to know? It certainly needs a bill of materials for the items it produces. What other categories of information will Brose need?

What does Brose need to know? (1)

What kinds of data that will be used in the production.

-- the name of Parts -- the quantity of Parts -- where the parts will be used -- when the parts will be needed -- what categories the parts belong -- products pattern

What does Brose need to know? (2)

What other categories of information will Brose need

-- product scheduling -- the bill of materials specifying the components needed for the product

being made -- the time that product manufacture cost

971632 蘇巧如

Question 2

According to the description on page 396, the SAP system included applications for sales and distribution, materials management, production planning, quality management, and financial accounting and control. Describe, in general terms, features and functions of these applications that are necessary to provide JIS.

The Description of JIS

• Just in Sequence (JIS) is an inventory strategy that matches Just In Time and complete fit in sequence with variation of assembly line production.

• When implemented successfully, JIS improves a company's return on assets (ROA), without loss in quality or overall efficiency.

• JIS is mainly implemented with automobile manufacturing.

The Efficiency of Sequencing

The sequencing allows companies to eliminate supply buffers as soon as the quantity in component part buffers necessary is reduced to a minimum.

If not sequencing according to scheduled variety of production, all required components must be stocked in buffers.

Implementing JIS concepts

A production sequence or final assembly sequence must be shared upwards to suppliers and sub-contractors.

Feedback to customers must be organized according to the scheduled output to earn all positive financial effects.

For this reason, the actual production sequence must be "broadcast" out to all relevant parties once it is firm.

Limitations of JIS

In many manufacturing operations, the actual production sequence cannot be planned ahead of time with enough certainty to enable sequencing.

The main reason is that some manufacturing processes require re-work frequently so that a scheduled sequence becomes irrelevant.

The Features and Functions of Sales and Distribution

• The turnkey solution for the integrated handling of all tasks for sales, shipping and billing.

• This covers (1) fix a price (2) enter customer orders (3) set up deliveries (4) update stock levels (5) pack (6) monitor delivery (7) report on customers’ current balances (8) manage all billing and accounts receivables (9) risk management

Features and Functions of SD that are necessary to provide JIS

(1) set up delivers -- When the delivery was set up, it will send a

signal to production planning.

(2) update stock levels -- When finding out the inventory is not

enough, it will send a signal to material management.

The Features and Functions of Material Management

It can deal with logistics that deal with the tangible components of a supply chain .

It covers (1)acquire spare parts and replacements (2)control the quality purchasing and

ordering such parts (3)the standards involved in ordering,

shipping, and warehousing the said parts.

Features and Functions of MM that are necessary to provide JIS

(1)acquire spare parts and replacements

-- Materials management notifies the suppliers of the material

requirements and the sequence in which they will

be needed.

The Features and Functions of Production Planning

Production planning performs capacity planning and creates a daily/weekly/monthly production schedule for a company’s manufacturing plants.

It involves (1)forecast (2)schedule production (3)plan material

Features and Functions of PP that are necessary to provide JIS

(1)schedule production -- Production planning uses the

demand signal to schedule product

production.

The Features and Functions of Quality Management

• The system for quality assurance in all areas of the logistic chain throughout their entire product life cycle and react quickly when unexpected issues arise.

• It covers (1) plan quality (2) inspect quality (3) certificate quality (4) notify quality (5) control quality (6) test equipment management

Features and Functions of QM that are necessary to provide JIS

(1) inspect quality(2) certificate quality -- Quality Management needs to

inspect and certificate the quality of components.

Improper components won’t be used even though they reached the customers at the right time, in the right sequence.

The Features and Functions of Financial accounting

Handle all your financial transactions in one system, with comprehensive tools and reports.

It involves (1)handle financial transactions,

including general ledger, journal entries, budgeting

(2)setup account

Features and Functions of FI that are necessary to provide JIS

(1)handle financial transactions, including

general ledger, journal entries, budgeting

-- When transactions occur, Financial Accounting need to make records

for them.

The Features and Functions of Controlling

• It covers (1)provide all function activities from

controlling and planning, such as budget planning (expense) and sales planning (income)

(2)provide standard reporting system in coordinating all finance/accounting internal process and documents.

Features and Functions of CO that are necessary to provide JIS

(1)provide all function activities from controlling and planning

-- Controlling Module controls the sequence to ensure components reach customers at the right time, in the right sequence.

971659 魏正琪

Question 3

The Brose factory in Brazil produces more than doors for General Motors.The factory must coordinate the door orders with orders for other products and orders from other manufacturers.

What kinds of IS are necessary to provide such coordinated manufacturing planning?

Outline IS that provide coordinated

manufacturing planning1. Manufacturing Execution Systems (MES)

♦ What is MES♦ Function of MES

2. Advanced Planning and Scheduling (APS)♦ What is APS♦ Function of MES

Compare MES & APS ♦ Similarity ♦ Difference

What Is MES

MES is an modular information system that can manage operations from receiving the order, internal production began to product completion, planning and coordinating all production activities.

It can make products on-time delivery, improve inventory turns by making manufacturing schedule.

When production activities in an emergency, you can also provide on-site emergency treatment information.

Function of MES

Function for coordinated manufacturing planning :1. Manufacturing/Operations SchedulingCollecting and analyzing data from orders, and concluding useful information like priority or characteristic of orders. Then making manufacturing scheduling by those information.

2. Dispatching production ordersAssigning operations that are necessary. Allow modifying schedule that has made if there had any exception event occurring.

What Is APS APS has powerful manufacturing planning and

scheduling functions. Because it uses many progressive management planning techniques, including Theory of Constraints (Theory of Constraints, TOC), Operations Research (Operations Research, OR), genetic algorithms play (Genetic Algorithms, GA), etc.

It’s used to support and coordinate the manufacturing planning-related decisions. Limited resources, the pursuit of the balance between supply and demand planning; the same time, the use of information storage and analysis capabilities in the shortest possible time, to achieve the most effective planning.

Function of APS(1)

Function for coordinated manufacturing planning : 1.Synchronized planningAccording to business objectives, while considering the company's overall supply and demand conditions, it makes supply planning and demand planning.

2. Optimization planningAt the same time taking into consideration corporate limits, to work out a feasible and optimized manufacturing planning.

Function of APS(2)

3. Real-time planningCollecting a variety of real-time production data and real-time analysis and planning immediately, so planners can deal with many unexpected situations. It can deal with exception event such as delays in the supply of materials or emergency plug single immediately and quickly.

4. Provide decision support capabilitiesAPS predicted by simulation, and analysis tools available will help planners to use in the analysis, and then made the right decisions.

Compare MES & APS(1)

Advantage

MES Reducing manufacturing cycle.Reducing order processing error.Reducing time of managing schedule.Dealing with exception event .Satisfying customer’s order rapidly and Flexibility.

APS

Similarity：

Compare MES & APS(2)

Advantage Disadvantage

MES MES is a huge system, which includes all operations in the production process, not just the scheduling plan. Selecting it at the same time, also get other functions such as collect information, coordination, implementation and supervision of production functions.

However, if you just want to find a system for schedule planning, many of its features may be with your original system to produce conflict.

APS After comparing with MES, APS as a system for schedule planning, which can be both its advantages, but also can be a disadvantage, depending on the needs of the administrator why.

Difference：

971640 王嬿淳

Question 4

Brazilians speak Portuguese, workers in the United States speak English and Spanish, and personnel at the Brose headquarters speak German. Summarize challenges to Brose and SAP Consulting when implementing a system for users who speak four different languages and live in (at least) four different cultures.

Challenge Aspects :

Language Differences

Cultural Differences

Language Differences(1)

1.Communication and understanding problem :

Cause : users may not understand how to operate system

Solution : need to provide multi-languages functions, but some translation may not be very accurate.(e.g. computer=laptop=desk-top computer=notebook but laptop focus on putting it on the lap, desk-top computer usually put on the desk, notebook is focus on it's portable ,even it means all the same thing, but it focus on different things. Cause Americans call it based on it's use.)

Language Differences(2)

2.Accent problem :

Cause : users may make misunderstanding when contacting company talking about the system problems Solution: use automatic online translators (Portuguese 、 English 、 German 、 Spanish) or use emails instead of phone.(link – someone is asking for help and saying “we are sinking”, but the one get this message heard wrongly as the word “thinking”, so he asked what are you thinking about?)

Language Differences(3)

3. Dialect problem :

Cause : users may make misunderstanding or not understand when contacting company talking about the system problems Solution : use each country's official language, rather than 1 standard language(e.g. Brazil use Portuguese ; Germany use German ; USA use English )and use automatic online translators (Portuguese 、English 、 German 、 Spanish)

Cultural Differences(1)

1. Thoughts problem : Jokes 1: If there’s a fly in the beer, Chinese

may drink it half then ask for compensate , then do it again at next store, put fly in the beer ; American will find lawyer immediately ; French won’t pay ; England people may say something humorous ; but German may pick fly out ,and test seriously whether there are germs in the beer. (link)

Cultural Differences(2)

Joke 2 :If losing one dollar in the street , Chinese spit and say the one who pick it up then buy some medicine; American may call police, report case and left phone number, then leaving with chewing gum; England people never panic, just walk away gentlemanly; Japanese must hate himself without carefulness, and Examines himself repeatedly at home; German may draw coordinate within losing 100 meter square , and using magnifier to search it .(link)

Cultural Differences(3)

1.Thoughts problem : Cause : the ways users operate system may

different Solution : Ask them why they do things this

way, maybe the system need to correct to be more simple to use ,train users how to use, and communicate more(e.g. of communicate more : Make presentation, e-mail, write reports…etc.)

Cultural Differences(4)

2. Habits problem : Cause : the ways users operate system may

different (e.g. Germans are more careful than others) Solution : make guidelines for operating

system and train users how to manipulate system

Cultural Differences(5)

3. Management form problem : Cause : Brose headquarters may cause management system failure Solution : There are 3 management types : 1.Arbitrary 2.democracy 3.mixed Choose what it suits for users, and train users how to manage and maintain system .

Cultural Differences(6)

4 . Emphasize on products problem : Cause : the needs of function when users operate system may different. Solution : After hearing all users’ opinions, making the best method to fit different needs.(e.g. US focus on efficiency , but Germany focus on quality, then find a way to manage system and produce very few defection to make it safely and high production.)

971627 黃筱軒

Question 5

Visit http://sap.com/industries/automotive and investigate SAP for Automotive with JIS. What features and functions does this product have that standard SAP R/3 does not have? What advantages does SAP obtain by creating and licensing this product? What advantages do SAP’s customers obtain from this product? In your response, consider both R/3 customers who are and who are not automotive manufacturing.

SAP for Automotive – Overview Video

SAP for Automotive: Technology to Drive the Future (video link)

SAP for Automotive – Users

Automotive component and material suppliers Automotive manufacturers Automotive dealers Automotive sales and service organizations

SAP for Automotive – Business Process

Workforce and Talent Management Financial Performance Management Operations Management Product Management Sales and Service

Workforce and Talent Management

Core human resources and payroll Standardize and consolidate all workforce-related

process and data onto one platform. Talent Management

Increase organizational performance, avoid loss of key talent, and reduce recruiting and training costs.

Workforce scheduling and optimization Improve the productivity of the field service

workforce. Optimize the usage of resources for field service

and plant maintenance scheduling.

Financial Performance Management (1)

Enterprise performance management Provide optimal control and empower all

stakeholders to respond quickly to dynamic business conditions.

Financial close Automate and standardize labor-intensive tasks,

and then enable faster cycle times, greater accuracy, and lower operating costs.

Financial Performance Management (2)

Financial analytics and reporting Give users the information and analytical tools

that they need to conduct value-added analysis.

Risk management Automate and monitor key risks and controls to

maximize strategic and operational effectiveness.

Operations Management (1)

Make-to-order manufacturing Make-to-order is a manufacturing process

in which manufacturing starts only after a customer's order is received.

Improve capacity utilization while reducing work-in-process inventories, material cost, and working capital requirements.

Operations Management (2)

Inbound logistics Save time and money and improve operational

efficiency when users order parts using forecast, just-in-time, or supplier-managed inventory.

Outbound logistics Facilitate internal and external logistics

collaboration to increase speed and efficiency, improve capacity utilization, and reduce logistics cost.

Product Management

Continuous product and service innovation Improve competitive differentiation and help

ensure profitable growth by responding quickly and successfully to customer and market needs.

Integrated product development Integrate product development processes to

accelerate time to profit for new products.

Sales and Service

Aftersales support and service Align all aftersales service to maximize revenue,

improve customer service, and reduce costs.

Dealer business management Streamline and automate dealer operations,

making it easier for customers to buy automobile and acquire need services or accessories.

Question 5-1 What features and functions does this product

(SAP for Automotive) have that standard SAP R/3 does not have?

Answer 5-11. Operations Management – Make-to-order

manufacturingReason:Make-to-Order is a manufacturing process, so this function is suitable for manufacturing industry, such as the automotive manufacturing industry.

2. Product Management – Continuous product and service innovationReason:The above-mentioned words, “product” and “service”, mean that automotive product and service. SAP for Automotive would investigate the demand of automotive customers and market, enable the automotive industry to continue product and service innovation.

3. Product Management – Integrated product developmentReason:The above-mentioned word, “product” , means that automotive product. SAP for Automotive must understand the automotive manufacturing process, enable automotive industry to integrate the product development.

Answer 5-1

What advantages does SAP obtain by creating and licensing this product (SAP for Automotive) ?

Question 5-2

• Stable customer source and income– Customers and buyers who belong to the

automotive industry are locked in, and SAP will have the stable customer source and income.

• Promote the other products– At the same time, SAP can promote the other

products to the users of SAP for Automotive.

Answer 5-2

What advantages do SAP’s customers obtain from this product (SAP for Automotive) ?

In your response, consider both R/3 customers who are and who are not automotive manufacturing.

Question 5-3

Answer 5-3

★ For the customer who are automotive manufacturing:

1. Improved efficiency– This product allows user to maximize revenue

opportunity, manage and control costs, improve quality, and accelerate time to delivery.

2. Reduce risk– This product allows user to get early warning

of variation in demand, customer requirement, and economic conditions.

3. Higher sales This product enables user to anticipate and

adapt to market needs, identify new business opportunities, and explore new ways to grow market share revenues, and profits.

4. Faster time to market This product accelerate time to market by

enhancing communication, improving collaboration.

Answer 5-3

5. Improved supply chain management Locate-to-Order, make-to-order, and make-to-

stock processes provide insights into demand, inventory, and capacity.

6. Enhanced aftermarket service With this product, user can understand

customer needs, enhance customer service, and provide better support to maximize revenues.

Answer 5-3

Answer 5-3

★ For the customer who are not automotive manufacturing:

• Customers in other industries do not have to purchase a product with specific functionality for automotive that do not apply to them.

971619 徐浩翔

Question 6

6.1 Brose seeks to provide JIS service to its customers. Does this goal necessitate that Brose suppliers also provide JIS service to Brose?

6.2 What can Brose do if its suppliers do not provide such service?

6.3 Is there any reason why Brose would not want them to provide such service?

6.1 Brose seeks to provide JIS service to its customers. Does this goal necessitate that Brose suppliers also provide JIS service to Brose?

Yes, this goal necessitates that Brose suppliers also provide JIS service to Brose.

1. Pick-to-sequence:Reduce buffers in production area, improving wip and cycle time.

2. Ship-to-sequence then Receive-to-sequence:Reduce the amount of component and semi-finished goods inventory overall in the plant, freeing up cash, and reducing carrying costs.

3. Make-Assemble-Build-to-sequence:Reduce the amount of finished goods or semi-finished goods in inventory, freeing up additional cash, and reducing carrying costs.

6.2 What can Brose do if its suppliers do not provide JIS service?

Brose can: 1. Zero inventory makes Brose dosen’t need

to spend any cost on building storehouse. 2. Efficient productions by JIS service. 3. Show the SAP Appraisal table to Brose

suppliers to prove Brose have had a lower cost by JIS service.

6.3 Is there any reason why Brose would not want Brose suppliers to provide JIS service?

If the inflation of raw materials is happened, the zero inventory will make Brose get the raw materials more expensive, that is, if the suppliers have the stocks, Brose will get much cheaper raw materials to save its costs.

How Brose suppliers provide JIS to Brose 1. A production sequence or final assembly

sequence must be shared upwards to suppliers and sub-contractors.

2. Production sequence must be "broadcast" out to all relevant parties once it is firm. This "broadcast" can be done over the phone, paper, email, or other automated IT system.

3. Once the sequence is broadcast, each party must immediately take action to deliver sequenced parts in time.

4. Quality inspection and poka-yoke must be implemented in the sequencing step to guarantee that the sequenced components match the assembly sequence perfectly.

Poka-yoke 1. A poka-yoke is any mechanism in a lean

manufacturing process that helps an equipment operator avoid (yokeru) mistakes (poka).

2. Its purpose is to eliminate product defects by preventing, correcting, or drawing attention to human errors as they occur.

971652 蔡玠辰

Question 7

Describe Three Specific Ways That Brose’s Investment In SAP Will Help It Survive The Automotive Crisis.

Crisis

1. Brose found that too many IS will cause lack of

standardization and hampered communication.

2. When using the new ERP application, Brose’s

employers do not really know how it works.

3. Brose increased productivity, but cause some

problem.

• Overproduction

• Unavailable needed parts.

• Wasted process

Specific Ways

1. Use SAP R/3- an ERP application licensed by

SAP

2. SAP lead the project

3. Lean Manufacturing

4. Just in Sequence

SAP R/3

Definition:

SAP R/3 is the former name of the main enterprise

resource planning software produced by SAP AG.

An enterprise-wide information system designed

to coordinate all the resources, information, and

activities needed to complete business process.

SAP R/3

• SAP R/3 solve crisis 1.

• Brose use SAP R/3 to standardize

operations.

SAP lead the project

• SAP team provided process consulting and

implementation support and it trained users.

• SAP’s consultant and Brose’s experts worked

openly , flexibly and constructively.

Lean manufacturing• Definition Lean Manufacturing , referred to as lean

, eliminate waste non-use of continuous rather than batch processes

• Solve crisis 3• It can eliminate excess inventories• It can eliminate idle workers and

facilities• It can eliminate wasted process

JIS

• Definition :

JIS extends JIT so that parts not only arrive just in

time , but also arrive in just the correct sequence

• To achieve JIS , Brose used SAP R/3 combined

with a supplementary SAP module called SAP for

Automotive with JIS

• JIS solve crisis 3

.

971636 林瑋軒

Describe the ERP system implementation methodology provided

by SAP &

Oracle for E-Business Suite

Accelerated SAP Implementation Methodology

Introduction (1)

Accelerated SAP (ASAP) is SAP’s standard implementation methodology.

It contains the Roadmap, a step-by-step guide that incorporates experience from many years of implementing R/3.

Introduction (2)

The ASAP methodology adheres to a specific road map that addresses the following five general phases:

Phase 1: Project PreparationDuring this phase the team goes through initial planning and preparation for SAP project.

1 Goal Setting Define project goals and objectives

2Implementation

strategy

1.Clarify the scope of implementation2.Establish the project organization and relevant committees and assign resources

3Implementation

SequenceDefine sequence in project has to be executed

4 Team Core team + project team + consultant team

5 Sign OffAt the end of phase every above steps will be documented and will be signed off with the client

Phase 2: Business Blueprint

The purpose of this phase is to achieve a common understanding of how the company intends to run SAP to support their business.

The result is the Business Blueprint, a detailed documentation of the results gathered during requirements workshops.

Phase 3: Realization

The purpose of this phase is to implement all the business process requirements based on the Business Blueprint.

The system configuration methodology is provided in 2 work packages:1.Baseline (major scope)2.Final configuration (remaining scope).

Phase 4: Final Preparation

The purpose of this is to complete the final preparation, which includes to the following.

1 Unit Testing

Testing within each module.

2 Integration Testing

Integrate testing of module ie., combine testing of all the modules which is implemented.

3 User training

and Testing

End users of each module will be provided training by corresponding module consultant. End user training document and user manuals has to be prepared. This documents has to be taken sign of f from the client

4

Cut over Strategy

Before Go Live phase there will cut-over period for business process is carried. During Cut-Over period the master data and transaction data from legacy system will be migrated to SAP system. There are various tools available for this purpose LSMW, SCAT, BDC.

Phase 5: Go Live and Hyper care

The purpose of this phase is to move from a project-oriented, pre-production environment to live production operation.

After Go Live the system is kept under motoring for support for a small period, “Hyper care.”

Oracle E-Business Suite Implementation Methodology

Implementation Flow Overview

Phase 1: Planning (1)

Planning Phase consists of two Activities:

Project SetupProject Kick

Off

Phase 1: Planning (2)

• Project Setup

This step consists of working with the Project board to plan all future activities, agreeing the scope of project, roles and responsibilities, resources and setting up project controls.

Phase 1: Planning (3)

• Project Kick Off

A kick off meeting is organized which introduces the team resources from both client and implementer, setting the scene and briefing all resources on their roles and responsibilities.

Phase 2: Design (1)

Design Phase consists of 3 steps:

Initial Training

Business Flow Demos

Answer Questionnair

e

Phase 2: Design (2)

• Initial Training

This is a high level training of the clients resources of the Accelerator process being followed, ensuring that they all understand the steps involved and their involvement in that process.

Phase 2: Design (3)

• Business Flow Demos

This is designed to facilitate user understanding of how the processes operate, identify differences to their own processes, so that the consultants can identify configuration settings and changes required to meet the customer needs.

Phase 2: Design (4)

• Answer Questionnaire

The Questionnaire is pre-loaded with industry standard setup information, such as the Organization Structure, the Chart of Accounts and standard value sets for account codes.

Phase 3: Build (1)

Build Phase has 5 steps:

Run Setup Tool on new instance

Gap Analysis

Adjust Design As Required

Run Setup Tool

Phase 3: Build (2)

• Run Setup Tool

Based on the answers in the questionnaire, a setup script will be created which is run on a test instance.

Phase 3: Build (3)

Gap Analysis The consultants will review the issues and

gaps and determine what course of action is required to overcome the issues.

Depending on the nature and severity of the change required these may be handled as change notices to the project scope.

Phase 3: Build (4)

• Run Setup tool on new instance if changes are required to the core design.

If changes to the setup tool are required, then a second run of the tool can be carried out on a clean database.

Phase 4: Testing (1)

The Testing Phase consists of 3 steps:

Review/Modify Testing Scripts

Perform System Testing

System Acceptance

Phase 4: Testing (2)

• Review/Modify Test Scripts

Test scripts should reflect the implemented business processes with user data and should cover all business scenarios to ensure the business needs are met.

Phase 4: Testing (3)

• Perform System Testing

System Acceptance Testing is carried out by the Client users, supported by the consultants to ensure that the system functions as designed.

Phase 4: Testing (4)

• System Acceptance

Once the system acceptance testing is satisfactorily completed, the system is ready to be implemented.

Phase 5: Transition and Go-Live

• Final Data Load– The transition period also needs to be carefully

managed to ensure smooth transition between use of legacy systems and use of the new implementation system.

• Go Live– This is the ramping up of activity within the new

system, and involves ensuring that all transactions are working correctly and that all users understand the activities they need to follow.

971634 曾柏韜

(iii) Describe the ERP system implementation methodology provided by Oracle for PeopleSoft Enterprise

(iii) Describe the ERP system implementation methodology provided by Oracle for PeopleSoft Enterprise(1)

1.Project Planning:

Plan the engagement to the task level based upon the current information

2.Analysis and Design:

Gather additional data in order to prepare preliminary designs to meet the desired results

(iii) Describe the ERP system implementation methodology provided by Oracle for PeopleSoft Enterprise(2)

3.Configuration and Programming: Configure the application to process in such a manner to meet expectations using best practices

4.Testing: Test the functionality of the configured

system and the operational readiness

(iii) Describe the ERP system implementation methodology provided by Oracle for PeopleSoft Enterprise(3)

5.Transition:

Coordinate and inform all organizations of the solution

6.Post Production:

Make appropriate adjustments and fine tune the solution

(iv) Describe the ERP system implementation methodology provided by Oracle for JD Edwards EnterpriseOne

(1)ASSESS (2)PLAN & ANALYZE (3)DESIGN & CONSTRUCT (4)TEST (5)DEPLOY & SUPPORT

1.ASSESS - (1)

Business drivers – which business issues are motivating action

Stakeholders – who will benefit and are investing in the solution

Project objectives – what are the specific objectives that must be met to achieve success

Functional review – identify business requirements for system alignment

1.ASSESS – (2)

Technical review – assess current and desired-state infrastructure requirements

Resources – assess the organizational capacity to support a change initiative

Assess project risks, assumptions and constraints

Definition of preliminary scope

2.PLAN & ANALYZE – (1)

Project strategy workshop Definition of final project scope Identification/commitment of project

resources Definition of project roles/responsibilities Development of communications plan

2.PLAN & ANALYZE – (2)

Assessment of project risk Determination of project documentation

standards Project kickoff meeting Installation of software Data conversion

3.DESIGN & CONSTRUCT

Net change/technical staff training Software configuration Development of preliminary menus Development of security strategy Validation of data conversions Development of custom code (reports,

interfaces, modifications) requirements and specifications

Development/unit tests of custom code Development of technical documentation Development of end-user documentation

4.TEST

Development of test scripts Integration testing Performance testing User acceptance testing Adjustments to software configuration Adjustments to custom code Adjustments to security Performance tuning

5.DEPLOY & SUPPORT

Review and resolve outstanding issues Deliver remaining end-user training Develop cutover plan Deliver cutover communications Perform final data conversion Validate final data conversion Provide post go-live support