Indra Utoyo

Director of IT Solution and Strategic Portfolio PT Telkom Indonesia, Tbk

ERP in a glance
Challenges

Implementation of ERP Systems in TELKOM Lesson Learned

ERP in a glance
Gartner a business strategy and set of industry-domain-specific applications that build customer and shareholder communities value network system by enabling and optimising enterprise and interenterprise collaborative operational and financial processes

source : esopro

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Case Study: Enterprise Resource Planning Implementation

ERP Life Cycle

Business application suites such as ERP represent a significant investment of capital and time. To manage ERP, organizations need to understand what tasks are involved in each phase of its life cycle

This phase is all about how the company uses ERP, and how it will need to change to meet the organization's ever-changing requirements:
Steps Include.: Manage & Improve, Revisit, Evaluate, Review

Establishes the ERP project, and sets the stage for the foundational work found in the architect phase:
Steps Include: Scoping Business Case - Plans Budget - Iniate Project

Strategize and Plan

Operate

During this phase, the strategies and vision of the ERP are translated into a practical plan and design
Architect
Steps Include: Detail requirements, Governance, Change management

And Evolve
implements the solution chosen in the select phase, and is where the vision becomes reality. This phase may consist of multiple deploy phases
Steps Include: Customization, Configure, Integrate, Training

Deploy

Select

Choosing the right software and service partner. Choosing an experienced SI is critical to a project's success :
Steps Include: Selection Issues, RFI & RFP, SLA & Contract, Align Project Team

Source: Gartner.Inc.

ERP in a glance

Challenges
Implementation of ERP Systems in TELKOM Lesson Learned

Why Its So Difficult Transformations or Changes are not just about SYSTEMS
PEOPLE & ORGANIZATION
Reluctant to change, comfortable with current condition Multiple interests Cross functional changes, who is responsible ?

There is nothing more

difficult to take in hand,

more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. NICCOLO MACHIAVELLI

SYSTEM
Too many silos: network, server, products Limited integration among the systems Lack of architectural aspects

PROCESS
Changes rely on integrating many different process

The nature of change is not to have all the answers up-front

Lack of standardization or best practices adoption of common business processes

DATA & INFORMATION

Data integrity problem in many data sources of system Data migration or transformation from legacy to new core systems Radical business change always need the change of data layer

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Case Study: Enterprise Resource Planning Implementation

The 10 Project Completion Criteria

1. 2. 3. 4. 5. 6. 7. 8. 9.

10.

Functional, integration and stress acceptance satisfactorily completed for all functionality Documentation of business processes, end-user procedures and user training plans Production computer environment established and documented System interface completed and tested Legacy data migration procedures completed, tested and audited Technical system management procedure documented and in place Documentation of the system roll-out/go-live plan completed System go-live achieved and the system in production after roll-out stage completed Adequate transfer of knowledge to allow TELKOM to independently manage, upgrade and enhance the ERP system All completed works must be passed on quality assurance process

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Case Study: Enterprise Resource Planning Implementation

ERP in a glance

Challenges

Implementation of ERP Systems in TELKOM

Lesson Learned

Implementation Methodology

Project Preparation

Conceptual Design

Detailed Design

Realization

Production Support

Prototype

Productive System

Stable System & Confident Users

Procedure New Job Roles

Project Orientation & Trained Project Team

CD Report (Business Blueprint)

Procedures

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Case Study: Enterprise Resource Planning Implementation

Telkom SIMTEL Project Timeline

SIMTEL PROJECT IMPLEMENTATION SCHEDULE
Task (Level 1) PROJECT PREPARATION CONCEPTUAL DESIGN
JAN FEB MAR APR
CD Report 28 Feb 2001

MAY

JUN

JUL

AUG

SEP

OCT

NOV

DES

JAN

Go-Live-Pilot Project 1 Aug 2001

DETAILED DESIGN REALISATION PRODUCTION SUPPORT ROLL-OUT & SUPPORT 1

ROLL-OUT & SUPPORT 2 ROLL-OUT & SUPPORT 3 ROLL-OUT & SUPPORT 4 ROLL-OUT & SUPPORT 5
Prototyping Plan 24 Apr 2001 Realisation Plans 1 Jun 2001 Review (Pilot) 28 Sep 2001

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Case Study: Enterprise Resource Planning Implementation

SAP Implementation Journey

Implementation Project New GL BPC TEAMS

Implementation Project Upgrade SAP 4.6c to SAP ECC 6.0 GRC

IT Support for IFRS SAP RM CA Additional Contract Acct.

SAP BPC SAP TDMS

Implementation Project TiCARES (CRM) TREMS (RMCA)

SAP CRM 5.0 Additional User License SAP MDM

Implementation Project FI/CO, MM, TR HR PS & BW SUBSIDIARIES

SAP CRM 5.0 User License Customer & Orders SAP Contact Account SAP 4.6C SAP Development User 1,000 User License 50,000 HR Master Data SAP BW 150 User License SAP Development User

Upgrade SAP 4.6C to EEC 6.0 SAP SRM SAP BPC SAP GRC SAP Development User

SAP Operation Excellece

Max Attention
CCoE organization
Top Service Quality Org Readiness Best Practice

SAP CoE Certification SAP Operation Improvement CCoE Personel Sertification Twinning with Operational Team Workshop Training Academy Realizing SAP Recomendations Procedure Improvement Systemize Operations SAP Assessment and Certifications

SAP Certications

Twining with on Going Project

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Case Study: Enterprise Resource Planning Implementation

ERP in a glance

Challenges

Implementation of ERP Systems in TELKOM

Lesson Learned

Key Lessons: Implementation

Strong Sponsorship from the Top Involve everyone (There is no IT Project, only Business Project) Centralized Command (Special Task Force / Project) Need better alignment with internal stakeholders to get more support. Need for more comprehensive change management (training, organizational alignment & communication) Always updating Team knowledge & skills to improve Teams competencies System Live-run is not the end-point, its a starting point to deal with problems

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Case Study: Enterprise Resource Planning Implementation

Merci bien Arigatoo Matur Nuwun

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Matur se Kelangkong

Syukron
Kheili Mamnun Danke

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