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Case Study 7

The document discusses two case studies of ERP implementations: 1) Hugger-Mugger and HP both faced problems with insufficient user training and lack of preparation for going live. Hugger-Mugger had additional issues when its IT staff left during implementation. 2) To minimize go-live problems for HP's SAP implementation, key strategies included checkpoints to avoid missed steps, addressing issues across various teams, summarizing input from stakeholders, and conducting readiness reviews regularly. 3) When implementing ERP systems like supply chain solutions, IT must work closely with business teams to plan for go-live and resolve issues, as IT monitors infrastructure while business ensures backups.

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Mythes Jica
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330 views2 pages

Case Study 7

The document discusses two case studies of ERP implementations: 1) Hugger-Mugger and HP both faced problems with insufficient user training and lack of preparation for going live. Hugger-Mugger had additional issues when its IT staff left during implementation. 2) To minimize go-live problems for HP's SAP implementation, key strategies included checkpoints to avoid missed steps, addressing issues across various teams, summarizing input from stakeholders, and conducting readiness reviews regularly. 3) When implementing ERP systems like supply chain solutions, IT must work closely with business teams to plan for go-live and resolve issues, as IT monitors infrastructure while business ensures backups.

Uploaded by

Mythes Jica
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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CASE STUDY 7

SECTION C (1:00 - 2:00 PM MWF)


Members:
Ablir, Roselle
Amorin, Clint Joy
Esturas, Erica
Navaja, Marjorie

1. What are the common threads between the Hugger-Mugger and HP ERP implementation?
Hugger-Mugger and HP ERP are two different companies and after a comparison between
these companies, we find some common problem between them firstly, they face some
problem to apply ERP system in their firm in the starting both firm users did not get enough
training. And they (both) even not prepare for Go-live process. And Hugger-Mugger faces
more trouble in comparison to HP because there IT staff left when implementation is started.
After this chief hires a new consulting firm to carry out implementation. Both of these two
companies are not ready to go for a new system.

2. What were the key project management strategies that may have been used to minimize
Go-live problems with the HP SAP Go-live process?
The key project management strategies that may have been used to minimize Go-live
problems are;
 The checkpoint should be done to avoid steps being missed.
 Address issues including infrastructure, development, configuration, conversion,
testing, training, communications, operations, command central, reporting, and user
that needs to be communicated to senior management.
 Summarize input from project teams, users and team leaders.
 Readiness review should be documented and communicated to the project team and
the company.
 Readiness review should be conducted one month to six weeks apart to be able to
decide if the target date can be met.

3. When implementing an ERP system, especially supply chain systems, identifying risks and
minimizing them requires planning. Discuss how IT needs to work with the business to
address Go-live planning and issue resolution.

IT will need to work with the business as they are the one that is responsible for monitoring
the infrastructure for response times and ensure that backups are done appropriately

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