Implementing Excellence gets to the root cause of success and failure in an ERP implementation. This book can predict success or failure based on what you do within the first 30 days of an ERP implementation. Even more important, it will show you what you can do to change this outcome to create credibility and momentum within the first 30 days. This is the critical 2 percent that sets up the project for a series of successive wins.
Data veracity that requires information to be captured and digitized as close to the source as possible by entering it only one time and in one place such that it will be reused for the life of the ERP system.
Operational integrity and lifelong learning that ensures that only what will be required for real-life operational situations will be learned during the ERP implementation and that this knowledge will be acquired with sufficient mastery to achieve excellence in ongoing operations.
Quality Assurance with zero-defects.
Why focus on onetime development activities?
During a traditional implementation the majority of time and money is expended to acquire skills and intellectual capital related to onetime development activities which will never be utilized again as they are outside the Company's core competencies.
Why waste intellectual capital?
Projects that follow traditional methodologies waste a tremendous amount of time and effort in creating the wrong kind of intellectual capital or investing intellectual capital in the wrong person (namely, one that will never use it after go-live). Consequently, they waste the opportunity to create intellectual capital that retains its operational integrity and enhances core competencies.
Why generate throwaway value?
Furthermore, most software implementation projects create onetime (throwaway) value as opposed to ongoing value for the Company. Onetime value is created when substantially the same effort has to be expended to redo a task on each occurrence as that required to complete it the very first time. Examples are where:
1. Each successive employee takes the same amount of time to train.
2. Each fix or new release takes the same effort to regression test and migrate into production.
3. Each production support problem takes the same amount of time to research and solve.
Projects create no institutional memory
These examples clearly show that the organization has not learned anything during the implementation from the initial expenditure of effort since there is no institutional memory that can be leveraged to speed up execution during the next occurrence after go-live. Consequently, with each occurrence the organization basically starts at the same point and goes through the same learning curve without any benefit from what occurred previously during the implementation.
Projects must leverage knowledge to move through the learning curve
Ongoing value is created when subsequent occurrences entail a fraction of the effort required initially during the implementation. Implementing Excellence is about continually increasing the velocity at which the organization moves through the learning curve. It is the ability to leverage expert knowledge such that non-experts are comfortable accessing and utilizing this expertise and thereby having the organization as a whole start further down the learning curve on each occurrence.
Throwaway value depreciates while ongoing value appreciates
Implementing Excellence identifies what needs to be done during the implementation in order to reduce the effort required in the future to provide lifelong learning to end-users as well as maintain, operate and support the system as it grows.
Implementing Excellence directs at least 2/3 of all expenditures towards ongoing value. Traditional methodologies expend 2/3 of the effort on onetime development activities that have no relevance to ongoing core competencies.