The document discusses conducting a post-implementation review (PIR) of an ERP system implementation. It provides details on what a PIR aims to assess, including how well the project met its objectives, timelines and budgets. It also lists common challenges organizations face with ERP implementations such as lack of stakeholder involvement, inadequate testing and training. Sample PIR questions are given to evaluate project performance, management and lessons learned.

1. ERP (Re)-Implementation Post Implementation Review Anand Subramaniam

3. Current Challenges

5. Risk Exposure due to..

6. Undertaken a Review

8. Your system does not … Real Time Enterprise Empower Users Bottom Line Improvement Adhere to Best practices Demand driven Improved Process Fully Integrated Enable Quick Decisions

9. Post Implementation Review

14. Sample Worksheet

15. Considering (Re)-Implement

16. Critical Success Factors

18. Rough Estimate – Time & Cost

19. Drivers

22. Risk Minimisation

23. Sample – Risk Tolerance

24. Minimise Risk.. Culture and bias Technology vision Governance model Process Integrity Data strategy Stakeholder alignment Alignment of bus. and IT IT plan First Second Third Fourth Fifth Increased Awareness More "joined up" thinking, but still silo-oriented. Early Attempts To resolve Governance issues Process integration At department level Focus on silo quality Stakeholder Analysis, Trade Off analysis Understanding and focus at silo level Strong functionality within silos Consistency of Past and Future Actions Vision becomes Competitive Edge Strong Governance Culture End-to-end process optimisation Competitive Differentiator Optimal Stakeholder Benefits Understanding of wider scope; collaboration Superior functionality; integrated beyond the company Early awareness Isolated projects; initiated from the bottom up Becomes a concern Team-based; fragmented; minimal insight Operational focus First signs of Stakeholder centricity; silos Weak, early awareness Fragmented; limited functionality and focus Unaware None None No process orientation None, poor quality No alignment Unknown concept Weak, Very fragmented; Culture becomes Known and Uniform Governance model Defines and in Place Shared processes across the company Ongoing, Iterative Process to maintain Quality Well Understood, Drives Decisions Understanding and focus across lines of business Strong functionality with company- level integration Vision drives decisions

25. Project Management Maturity