ERP Implementation In SAA

Click to edit Master subtitle style Presented By-: Aishwary shukla Anirban Kaushik Anisha R Raj kumar Shruti Bag 4/15/12

Project Overview
Implementing an ERP Project for South African Airlines @ Johannesburg. The Project involves

following parameters:

The Budget is US$ 1,00,00,000 The Time frame is 12 months Team members - 7 and Native of Johannesburg.

4/15/12

South African Airlines

South African Airways is Africas leading airline serving more than 700 destinations throughout the world carrying more than 6.5 million passengers each year to 34 cities in 26 countries on 6 continents, employing close to 11, 000 people worldwide

4/15/12

Industry overview - Global

Since 2000, aviation industry - profit of US$5,6-billion (as on 2007)

Major concern rise in oil prices Airlines are seeking to cut costs by grounding aircraft, scrapping unprofitable routes and merging

Further casualties are expected in the airline industry if the oil price remains high, and a decline in industry profitability 4/15/12

Companys Concern
Vision and Mission - delivering sustainable profits and growing our market share by offering world class service to our customers

SAA is mostly concentrating on high density routes to improve its opportunities.

The focus is on ensuring profits and sustain in the

4/15/12

competitive industry

CASE 1

You are the Project Manager going from India and how will you go about the Project?

4/15/12

Resource Allocation
Name A B C D E F G Competencies ERP specialist/Testing & Implementation System Analysis & Network Engineer Hardware & Software Engineer Network & Hardware Engineer Design & Implementation Analysis & Testing Design &Testing

4/15/12

REPORTING CHART

Click to edit Master subtitle style

4/15/12

Task Allocation
Com petenciesA ishw aryA nirban A nisha Rajkumar Shruti A n alysis Yes No No No No yes No Yes No Yes A LT No No No No yes No Yes A LT Yes No No No A LT No Yes No No No Sudhir Koustubh No No No No A LT No No A lt No No No No Yes A LT

N etw o rk En gin eerN o So ftw are En gin eerN o H ard w ar e En gin eer o N System A n alysis N o D esign an d A LT I m p lem en tatio n Testin g
4/15/12

No

Planning
Project Schedule Work As-Is process To be process Detail Des. & Dep. Gap Analysis Realization Percentage 5 6 30 3.5 4.5 Time in days 9 12 70 2 8 100 3 2 209 40

Preparation For 48 Going Live Execution Sign Off Total Lead 4/15/12 2 1

COST ALLOCATION
Phase As-Is-Process To-be-Process Detailed Design & Development For Execution Gap-Analysis Realization Preparation for Going Live Going Live Sign-off For Contingencies Total 4/15/12 Planned Budget Allocation (in $) 10,000 1,00,000 30,40,000 20,000 10,00,000 5,30,000 20,00,000 1,00,000 30,00,000 1,00,00,000

Project Schedule
Project schedule.mpp

4/15/12

Risk Management

Risk Register
Consequences Add Risk - Add cost
-

Actions Fast Track Crashing Reduce/Add Scope

Adds Cost - May add management time

-

-Lead to save/add cost and time - negatively/positively impact customer satisfaction Negatively impact customer satisfaction - may increase risk -Could possibly save cost
-

Cut-quality

4/15/12

Situational Analysis
Situation Change in project scope during the project Team member(s) not available Conflict among team members Conflict with client Delay of H/W, S/W supply Actions Risk and resources associated . Either fast-tracking or crashing depending on days left. Alternate resource Cause , confront by 1-to-1, or interfering Meeting Informing management, find alternate supplier which may add cost for its responsiveness.

SAA employees Union strike Doing tasks which are independent or not related to employees 70% Budget over in first 2-3 Reduce scope, crashing/fast-tracking. months
4/15/12 Cost baseline overshoot

Crashing activities with affecting cost

CASE 2

You are one of the Team members under another project Manager who is native Johannesburg person. In this situation how will you go with the Project?

Assumption- She/he has a 4/15/12 competency of Design and

Cont..

Be hospitable to PM and Bring adhesion to the team Understanding the scope & objective of the project. Go through WBS & WBS dictionary Analysing the current process(As-Is) & documentation.

Study the requirement according to the "To Be Process". 4/15/12

Situational Analysis
Situation Actions If he has to act as alternative Check the priorities of activities during his work time i.e,whether that activity is dependent or independent Conflict among team members Delay of H/W, S/W supply Try to resolve by yourself Informing PM

4/15/12

Case 3
You are one of the team members and the Project Manager leaves the project in the last phase of the Project. How you will go about the project along with other team member?

Assumption-PM left at Going Live

4/15/12

Cont.

Gather all the required information from PM before he leaves Have a meeting with the team members and also ask my team member to show me the daily updates

As we will be in the Going Live phase. We will prepare risk list, risk management & user manual

Control & review by checking the required deliverables after the completion of phase

Sign Of
4/15/12

Situational Analysis
Situation Actions Team member(s) not available Alternate resource If 75% Budget got over Cost baseline overshoot Scope change at last phase Reduce scope, crashing/fasttracking. Crashing activities with affecting cost Consider lead time and cost analysis

4/15/12

THANK YOU

Questions ?
4/15/12