Quels sont les moyens les plus efficaces de gouverner les processus ERP dans un secteur spécifique ?

Defining clear processes and establishing roles/responsibilities within that process is obviously important, fundamental really. But ERP (or any other system) only works if it considerately reflects what's actually happening on the "shop floor".

It's tempting to say "It depends upon the industry", and whilst this is true, it is also true to say that you live and die by the integrity of you master data. Therefore I would say that the number one way to govern your processes effectively is to start by governing your master data.

All my life I have been active in the development, implementation and sales of ERP systems specifically for the food industry. I have seen several times that many of the ERP implementations start in the office and unfortunately never leave the office and do not end up on the shop floor, aside from the receiving and shipping processes. And this should not be the goal of an ERP implementation. Production departments are making the products, not the office. Monitoring and controlling material use and optimization make the difference in the long run. The companies who have gone all the way and have been implementing ERP on the shopfloor as a true Resource Planning and Control system are ultimately the ones that win the race.

Effectively managing ERP processes may focus on following procedures. 1. Creating clear authorization rules. 2. End-user training to make sure everyone knows how to use the system. 3. Change Management Plan. 4. Master Data Management 5. Monitoring of the system regularly to ensure the health of the system 6. Contingency Plan in case of disaster. 7. Continous improvement 8. Making smart decisions is a key part of managing ERP processes.

The Effective Ways include Planning our objective right,Having effective Communication with all the teams involved.Clearly understanding and involving in Business Processes.Proper testing of the transactions.

With respect to Business Process Management (BPM), the following steps need to be followed: 1. Process design 2. Process flow mapping (SIPOC based) and linking with ERP modules and functions 3. Process metrics (measurement, monitoring and control) 4. Process deployment 5. User training 6. Process effectiveness audits 7. Feedback and refinement 8. Re-deployment

Change management is one of the most important aspects often neglected. Individuals responsible for executing transactions should be guided and provided with logical reasoning for changes proposed. This helps executing teams to digest the change and they should be handholded in such execution. Team leaders of these executing teams have a big role to play for successful implimentation. They should act as Change Leaders.

ERP implementations involve significant changes in business processes, and having well-documented policies and procedures helps in articulating the new workflows clearly. It serves as a reference guide for all stakeholders, providing a standardized approach to tasks and operations. Comprehensive documentation facilitates knowledge transfer, enabling new team members to quickly understand the established protocols. Moreover, in the dynamic environment of an ERP project, where adjustments and refinements are common, documentation acts as a living record that can be updated to reflect changes and improvements. Clear documentation also plays a pivotal role in compliance and auditing.

Working in a company with multiple entities, especially across multiple continents - there is a high propability that every now and then you discover shadow processes regardless of past or current harmonization programs and clear leadership. ERP and other enterprise application changes are things that can lead to these discoveries. Challenges getting valid data is an obvious tell of these shadow processes, but you can also get hints about these in other methods - such as reactions to announcement (or not getting reactions), non-typical access requests (or requests for high level of permissions) and generic resistance on changes - without specific reasons given. Governing processes is very important! Term ”shadow” can be very literal.

Business involvement at all levels are critical especially at shop-floor level. Many projects fail because it is based on "we thought it worked like that". It is also important to identify key users at an early stage which will have the time to spend time on the project and act as the link between the users and the project (development) team. Thus the must be relinquished from some of their daily tasks to allow time for the project.

Regular assessments allow organizations to evaluate how well the ERP system aligns with strategic goals, operational efficiency, and overall business performance. Key performance indicators can be established to track various aspects such as system uptime, response times, data accuracy, and user satisfaction. By analyzing these metrics, businesses can identify areas of improvement, optimize processes, and address any issues that may arise. Monitoring performance also aids in proactive problem-solving, helping organizations prevent potential disruptions before they escalate. Additionally, assessing the impact of the ERP system on business operations providing valuable insights into the system's overall contribution to organizational success.

ERP is not process management software, they are good at business rules. I don't believe in measuring ERP performance, but in business, ERP is a tool.

A good measurement is E2E (End to End) timing, such as Order to Deliver, or Procurement to Payment time. This helps to monitor the change impact of an ERP implementation process, that usually begins with slowing down the business process until the users are trained to perform their day to day tasks. this has great impact on external stakeholders like customers and vendors.

routine checks to validate existing data so that information from the dashboard can be used as a valid data reference, this will also make it easier to monitor ongoing processes

Continuous monitoring and evaluation of ERP processes, using stakeholder-approved performance indicators, ensures alignment with organizational goals. Regular tracking and adaptability foster optimal system performance, identifying issues and seizing improvement opportunities. This commitment supports dynamic organizational learning and ongoing process evolution to meet changing needs effectively.

Implementing an ERP software, can be a challenging process for any organization. It involves multiple departments, new processes to be considered, change management and several risks that may difficult a successful implementation. Risk management in the ERP implementation includes the identification and mitigation of potential risks before they develop into severe issues. It is a key process during all stages of the project until the successful completion of it.

This can be a lengthy discussion! From my experience, ERPs should have various levels of stakeholder engagement. Each level with a simplified language for understanding the purpose and the process. And what do I mean? Develop a blueprint in the design phase before anything else. The blueprint shall define the process flow, aid with identifying roles in the process, provide a guide for review in the future, and manage risk-associated with bugs issue resolution (new software engineers not understanding what the system was designed to do in a specific task) this is a very common challenge; a simple resolution being complicated because the ticket fell on a new guy onboard to work on it.

In the realm of ERP governance, recognizing, mitigating, and effectively managing risks is pivotal, considering the dual impact of positive and negative consequences. Whether in ERP implementation or maintenance, the focus lies on upholding standards across key dimensions such as quality, cost, scope, and time. Standardization extends comprehensively to business processes, applications, data, security, infrastructure, and the delineation of roles and responsibilities. This approach ensures a robust and harmonized ERP framework, safeguarding against potential pitfalls and optimizing overall performance.”

Manage risks and issues in ERP implementation involves identifying, assessing, prioritizing, and mitigating the potential risks and issues that may affect the ERP system and its related activities, such as technical, functional, organizational, or external factors. It also involves documenting and reporting the risks and issues, and their status and resolution, and escalating them as needed.

Proactively managing risks and issues throughout the ERP lifecycle is paramount. Early identification, systematic assessment, and implementation of solutions help mitigate potential negative impacts. Tools like risk registers and action plans ensure a proactive and informed approach, contributing to the ongoing robustness and reliability of the ERP system. This commitment to proactive challenge management strengthens operational resilience, preserving the company's reputation and financial stability.

A tool such as SAP SGINAVIO Process Governance can be used to improve the management of your SAP processes to ensure that best practices are maintained and respected, and to manage your change request validation flows.

Regularly reviewing and updating ERP governance is a prudent and thoughtful practice. This proactive approach, adaptable to major changes, allows for effective adjustments to roles, standards, policies, and performance indicators. Incorporating stakeholder feedback ensures governance aligned with the evolving needs of the business and the industry, contributing to agile, resilient ERP management in line with market expectations. This commitment to periodic review and update reflects a strategy focused on efficiency and ongoing alignment with strategic objectives.

Reviewing of project status by having meeting with user, stakeholders and management. This reviews will help both the team for smooth implementation

Para que o processo de revisão da governança seja ágil, é necessário que haja uma Agilidade Organizacional bem clara e regular. Isso vai permitir que a empresa responda rapidamente a mudanças e desafios, garantindo que a governança seja um facilitador, não um obstáculo, para a evolução do negócio.

It's important to have a retrospective at the end of each sprint to understand if the governance mechanism in place is really a bliss or curse.

Willingness to modify out-of-the-box ERP processes may cause the organization to spend multiple quarters or even years to get stable with its processes and data-flows. What I’ve seen to happen is that these organizations who select the path of major modifications almost always end up removing the modifications later on. Major ERP systems are so deeply integrated already from get-go that organizations should really understand the path they’re taking. Implementing ERP data, governance, data warehousing - even future AI implementations require extreme logicality of data. By sticking mostly with the predefined models in ERP systems, companies can benefit later on with the reduced complexity of what will follow.

“Optimize enterprise application governance with a strategic blend of Project Management Office (PMO) and Centers of Excellence (CoE). In the realm of ERP implementation, prioritize alignment with specific industry standards, minimizing customizations for enhanced efficiency. Choose providers who actively seek and incorporate feedback, ensuring continuous improvement. Implement a robust document management system akin to a knowledge base for seamless user access. This approach not only ensures adherence to industry best practices but also facilitates dynamic enhancements, fostering a resilient and responsive enterprise application ecosystem.”

This entire article is framed in a method which I disagree with. The starting point is Organizational Change Management: 1. WHy do we need to change our business 2. where do we want our business to go 3. prepare the business community for changes 4. ERP technology is *then* implemented to fit the mission. Beware the trap of making the new ERP technology to fit old processes.

Industry-Tailored Customization: Customize the ERP processes to align with specific industry requirements, ensuring that the system addresses unique challenges and supports industry best practices. Continuous Monitoring and Optimization: Implement regular monitoring mechanisms to track ERP performance, identify bottlenecks, and optimize processes. This ensures that the ERP system remains efficient and effective over time. User Training and Support: Provide comprehensive training for users to maximize the benefits of the ERP system. Additionally, establish a robust support system to address user queries and issues promptly, enhancing overall governance of ERP processes within the industry.

Modify the system to meet your needs. But modify the system in a way to adhere to the same principles as the standard system set up. Like with SAP make it table driven, and use enhancement and modifications where it makes most sense. If you need to modify the sustem…. Do so at the spot where it needs to be done instead of artificial solution by using user exits etc