Information and Knowledge Management using ArcGIS ModelBuilder

Bartosz Wachnik
3. Criteria of ERP selection and implementation partner selection
A key condition of the ERP implementation in “Life&Science” enterprises is their obligatory validation.
This requirement directly determines:
Criteria of ERP system selection.
Criteria of implementation partner selection.
Selecting an ERP system that is going to be implemented and then validated as well as selecting an
implementation partner has to be treated as a separate organisational project preceding an ERP
system implementation. It is far more complicated and laborious than for parallel projects in other
branches. Numerous ERP system presentations, referential visits and interviews with consultants that
will take part in the project or even preliminary functional analyses aimed at identifying a detailed
scope of the project are common practice in ERP system selection. In the „Life&Science” branch
selecting a final partner responsible for an ERP system implementation and validation preparation is
often preceded by an additional auditing of the partner’s enterprise. It is recommended by IT system
implementation methodics in the „Life&Science” branch enterprises known as GAMP 4.0. An audit is
aimed at confirming a supplier’s information concerning the project’s implementation methodics,
project group’s competence, potential and means of ensuring quality. The audit’s report is the basis of
running a risk analysis for selecting a specific supplier. The table no. 1 presents important ERP
system selection criteria and implementation partner selection criteria. While selecting ERP software
we should pay close attention to the verification of system’s functionalities that will be subject to
validation. Standard ERP systems are often increasingly supplemented with additional functionalities
dedicated to the “Life&Science” branch, the so-called vertical solutions. These solutions are designed
by ERP software producers or software companies that closely cooperate with ERP software
producers. Selection of an ERP system for a “Life&Science” branch enterprise will give us two
alternatives: either adapting a standard ERP system that aligns with our client’s functional
requirement or purchasing a standard ERP system inclusive of a vertical solution designed for the
„Life&Science” branch. We need to underline that both types of solutions are attractive to the
„Life&Science” branch enterprises and correspond to their needs.
4. Methodics of ERP Implementation
Implementing an integrated ERP class system is a complicated project. As far as the level of
complexity, implementation period and financial budget are concerned, it is one of the biggest IT
investments for an enterprise. The ERP system implementation period in an SME productive
enterprise from the “Life&Science” branch employing 200 – 300 people differs between 8 and 18
months. This type of project usually requires employing about 3-4 consultants and programmers by
the implementation partner and parallel number of key system users by an implementing enterprise.
In Poland, this type of project is realised on the basis of fixed budgets. In Europe and USA this type of
project is implemented on basis of flexible budgets adjusted to changing project requirements. The
cost of ERP system implementation in the “Life&Science” branch is usually higher than parallel
implementation project in the other branches. Every producer offering their ERP system recommends
defined methodics, e.g. SureStep methodics for Dynamics Nav or Dynamics AX systems offered by
Microsoft or ASAP methodics for SAP system. In ERP system implementation project, apart from
methodics recommended by different producers, we can distinguish the following tasks: opening
meeting, often called implementation planning session, technological project, key users’ training
within ERP system functionality range, functional analysis, system parameterising and programming,
preliminary tests and system tuning, data migration, designing user manual and project
documentation, acceptance tests, training final users, system launching and post-implementation
support. It needs to be stressed that implementing an ERP system is first of all an organisational
project, not an IT project. Since this decision has a strategic importance for an enterprise, it requires
self-evaluation, analysis and thorough change of business processes. Standard methodics provided
by an ERP producer are not designed for specific requirements of the “Life&Science” branch
enterprises. The GAMP manual presents an IT system life cycle in reference to its validation used in
the “Life&Science“ branch enterprises. The “V” model is a standard process model (ISPE).
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