Sap R/3 Black Book' title='Sap R/3 Black Book' />A Case Study on Hersheys ERP Implementation Failure Driving successful enterprise software projects. Settee Murder Trial London. Overview  Hersheys ERP Implementation Failure. When it cut over to its 1. IT systems, Hersheys worst case scenarios became reality. Business process and systems issues caused operational paralysis, leading to a 1. In the analysis that follows, I use Hersheys ERP implementation failure as a case study to offer advice on how effective ERP system testing and project scheduling can mitigate a companys exposure to failure risks and related damages. SAP_Course_01_Intro.png' alt='Sap R/3 Black Book' title='Sap R/3 Black Book' />Book Reviews User Interface, Graphic, and Web Design In this post, you will find links to the almost 70 reviews of selected books on user interface design, graphic. Paulo 49074 So 46318 do 40723 Brasil 38043 da 37922 Da 35214 US 33367 Folha 2900 Local 19724 Reportagem 1790 Jos 15364. Key Figure Overview for BP Monitoring BP Analytics SAP Active Global Support January 2015 All key figures for BP Monitoring and BP Analytics BPOps are delivered. Hi, Check out these links below and get the ABAP development requirements, For beginners. R3 system. check transaction ABAPDOCU. Whats that coming over the hill Is it a Monster IS IT A MONSTER Writing a Book for SAP Press Part Two. Table of Contents. Background. Eclipse. Key Facts. Here are the relevant facts In 1. Hersheys set out to upgrade its patchwork of legacy IT systems into an integrated ERP environment. It chose SAPs R3 ERP software, Manugistics supply chain management SCM software and Seibels customer relationship management CRM software. Despite a recommended implementation time of 4. Hersheys demanded a 3. R3_Basis1.jpg' alt='Sap R/3 Black Book' title='Sap R/3 Black Book' />Y2. K. Based on these scheduling demands, cutover was planned for July of 1. This go live scheduling coincided with Hersheys busiest periods the time during which it would receive the bulk of its Halloween and Christmas orders. To meet the aggressive scheduling demands, Hersheys implementation team had to cut corners on critical systems testing phases. When the systems went live in July of 1. As a result, Hersheys was incapable of processing 1. Kiss and Jolly Rancher orders, even though it had most of the inventory in stock. This is not one of those hindsight is 2. A reasonably prudent implementer in Hersheys position would never have permitted cutover under those circumstances. The risks of failure and exposure to damages were simply too great. Unfortunately, too few companies have learned from Hersheys mistakes. For our firm, it feels like Groundhog Day every time we are retained to rescue a failed or failing ERP project. In an effort to help companies implement ERP correctly  the first time I have decided to rehash this old Hersheys case. The two key lessons I describe below relate to systems testing and project scheduling. ERP Systems Testing. Hersheys implementation team made the cardinal mistake of sacrificing systems testing for the sake of expediency. As a result, critical data, process, and systems integration issues may have remained undetected until it was too late. Testing phases are safety nets that should never be compromised. If testing sets back the launch date, so be it. The potential scheduling benefits of skimping on testing outweigh the costs of keeping to a longer schedule. In terms of appropriate testing, our firm advocates methodical simulations of realistic operating conditions. The more realistic the testing scenarios, the more likely it is that critical issues will be discovered before cutover. For our clients, we generally perform three distinct rounds of testing, each building to a more realistic simulation of the clients operating environment. Successful test completion is a prerequisite to moving onto to the next testing phase. In the first testing phase the Conference Room Pilot Phase the key users test the most frequently used business scenarios, one functional department at a time. The purpose of this phase is to validate the key business processes in the ERP system. In the second testing phase the Departmental Pilot Phase a new team of users tests the ERP system under incrementally more realistic conditions. This testing phase consists of full piloting, which includes testing of both the most frequently used and the least frequently used business scenarios. The third and final testing phase the Integrated Pilot Phase is the most realistic of the tests. In this day in the life piloting phase, the users test the system to make sure that all of the various modules work together as intended. With respect to the Hersheys case, many authors have criticized the companys decision to roll out all three systems concurrently, using a big bang implementation approach. In my view, Hersheys implementation would have failed regardless of the approach. Failure was rooted in shortcuts relating to systems testing, data migration andor training, and not in the implementation approach. Sap R/3 Black Book' title='Sap R/3 Black Book' />Un libro del latn liber, libri es una obra impresa, manuscrita o pintada en una serie de hojas de papel, pergamino, vitela u otro material, unidas por un lado es. Had Hersheys put the systems through appropriate testing, it could have mitigated significant failure risks. ERP Implementation Scheduling. Hersheys made another textbook implementation mistake this time in relation to project timing. It first tried to squeeze a complex ERP implementation project into an unreasonably short timeline. Sacrificing due diligence for the sake of expediency is a sure fire way to get caught. Hersheys made another critical scheduling mistake it timed its cutover during its busy season. It was unreasonable for Hersheys to expect that it would be able to meet peak demand when its employees had not yet been fully trained on the new systems and workflows. Even in best case implementation scenarios, companies should still expect performance declines because of the steep learning curves. By timing cutover during slow business periods, a company can use slack time to iron out systems kinks. It also gives employees more time to learn the new business processes and systems. In many cases, we advise our clients to reduce incoming orders during the cutover period. In closing, any company implementing or planning to implement ERP can take away valuable lessons from the Hersheys case. Sap R/3 Black Book' title='Sap R/3 Black Book' />Two of the most important lessons are test the business processes and systems using a methodology designed to simulate realistic operating scenarios and pay close attention to ERP scheduling. By following these bits of advice, your company will mitigate failure risks and put itself in a position to drive ERP success. Our team has been leading successful ERP implementation projects for decades for Fortune 5. Our methodology Milestone Deliverables is published and sells in more than 4. Learn about our ERP implementation services here. Check out our ERP implementation project management book here. Contact us here. This article was originally published by Manufacturing AUTOMATION on July 3.