Memo
To:
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Senior Management
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From:
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Allison DeLorenzo
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Date:
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April 8, 2014
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Re:
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Bombardier ERP Implementation Reflection
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This
memo is prepared in response to the presentation held on Tuesday, April 8, 2014 with the consultant
team, regarding how Bombardier can improve its ERP implementation at the third location and subsequent locations. As stated in the
presentation, Bomardier's second implementation at Saint-Laurent greatly improved from its first implementation at Mirabel. Bombardier wonderfully completed some facets of implementation. These facets included knowing why the company was implementing an ERP system, recognized the value in early planning, understood the business processes and planned for data migration. However, Bomardier fell short in key phases which if addressed properly could led to better implementation results. The consultants discussed that Bombardier needs to improve upon building a business case for an ERP system with a positive ROI, gain executive and organizational commitment, ensure proper project management and resource commitment and invest in training/change management.
To address the inherent disconnect between management, employees and the project team and the issues mentioned above, a best practices framework was presented. After listening to the consultants recommendation and analyzing my own research, I agree that Bombardier needs to implement a best practices framework. Even though the company greatly improved from the first implementation, there are still numerous issues not being addressed. The best practices framework of presented was comprehensive and helps the company understand the importance facets.
One item I would address differently is regarding the invest in training and change management phase. I would address these separately since they are very different items. Investing in training is necessary and highly qualified trainers/consultants should be readily available to train and support users. A suggestion would be to formulate a detailed training program including materials and workshops prior to implementation. As for change management, this needs to be a stand alone best practice. Change management should also include a business transformation plan which should identify roles and responsibilities that will change when the ERP is implemented. Since employee's positions are based upon functions, the plan will introduce employees to new roles and assignments prior to implementing the ERP system. By giving employees time to adjust to new responsibilities, this can alleviate the negative feelings towards learning a new system.
I believe the recommendation to adopt a best practices framework is in Bombardier's best interest. The company has committed a great deal of financial and personnel resources to this project and implementation is key in determining overall success. The best practices framework should not only be carried out by the project team but also management while the employees should be aware of this framework. If the best practices framework is carried out properly, implementation at the third location is projected to surpass the Saint-Laurent implementation.
To address the inherent disconnect between management, employees and the project team and the issues mentioned above, a best practices framework was presented. After listening to the consultants recommendation and analyzing my own research, I agree that Bombardier needs to implement a best practices framework. Even though the company greatly improved from the first implementation, there are still numerous issues not being addressed. The best practices framework of presented was comprehensive and helps the company understand the importance facets.
One item I would address differently is regarding the invest in training and change management phase. I would address these separately since they are very different items. Investing in training is necessary and highly qualified trainers/consultants should be readily available to train and support users. A suggestion would be to formulate a detailed training program including materials and workshops prior to implementation. As for change management, this needs to be a stand alone best practice. Change management should also include a business transformation plan which should identify roles and responsibilities that will change when the ERP is implemented. Since employee's positions are based upon functions, the plan will introduce employees to new roles and assignments prior to implementing the ERP system. By giving employees time to adjust to new responsibilities, this can alleviate the negative feelings towards learning a new system.
I believe the recommendation to adopt a best practices framework is in Bombardier's best interest. The company has committed a great deal of financial and personnel resources to this project and implementation is key in determining overall success. The best practices framework should not only be carried out by the project team but also management while the employees should be aware of this framework. If the best practices framework is carried out properly, implementation at the third location is projected to surpass the Saint-Laurent implementation.
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