The Study of change management in US Army ERP

Implementation

Group 5
Manish Yadav
Monika Bhardwaj
Parth Mittal

Abstract
Aim: To make an attempt to model change management problems using the
concepts associated with actor dependency modeling.
Position: Department of Defense
Mission: "to fight and win our Nations wars by providing prompt, sustained land
dominance across the full range of military operations and spectrum of conflict
in support of combatant commanders."

Actors and dependency among them

External actors: Government, Citizen and Suppliers
Internal actors: Institutional Army, Operational Army and Implementation partner

Sponsorship
ERPs require sustained leadership

Sponsor

System Integrator

Sponsor of change: Leader

Culture: The army can be resistant to change

Communicator
Operational Army

Institutional Army
personnel

External stakeholders
Legislator:
Government

Tax payer: Citizens

S-D model

The hard goal in hand is risk management

Risk management for U. S Army case
risk identification
risk analysis
risk evaluation and
risk treatment and monitoring

SD DIAGRAM FOR THE PHASES OF RISK

MANAGEMENT

SD model representing dependency between Government

and Consultant

SD model showing dependency between

Operational Army and Institutional Army

Inference
Institutional Army personnel convey the
required information about usage of systems to
the soldiers and receive the feedback, which
helps in minimizing the risk of communication
gap between these two actors.

SR model representing dependency between

Consultant and Institutional Army

INFERENCE

Lack of experience of consultant with army will destroy

the entire objective of ERP implementation and thus acts
as a break to the goal of ERP implementation.
Governance mechanism is required to monitor the
activities and ensure that the process benefit the army.
The Institutional Army can carry out the required
governance.
It breaks the break and assists in the objective of
successful ERP implementation

SR Model for Risk Management

Question tackled by this modeling

Why does ERP Implementation encounter risk due to misunderstanding of requirements?
Because the objective will not be achieved without understanding the requirements
Why does ERP Implementation poses a risk due to top management change?
Because change in top management can lead to different definition of responsibilities and requirements.
Why does insufficient funding poses a risk for ERP implementation?
Because insufficient fund will affect the team members salary and infrastructure availability.
Why does ERP Implementation may fail due to Low top management support?
Because top management support is not adequate. Sustained management support is essential throughout
the project to influence the success of ERP adoption.
Why does ERP Implementation poses a risk due to inadequate user involvement?
Because User involvement is important in meeting expectations. Key users should be convinced of the
system utility

Inferences
Help them maintain the correct data to take future decisions
Addresses the issue of risk being involved in implementing the ERP in an
organisation
Help the designers and architects of the system to understand some of the
early phases of implementation
Leveraged the concept of actor dependency of i* and addresses its
limitations for use in risk management by defining the concepts of risk goals
and risky tasks

Thank You