Introduction To Reduce the Challenges the US Air Force decided to integrate their systems into a single Enterprise Resource Planning (ERP) system. These forms of system the Expeditionary Combat Support System (ECSS) and it was mainly intended to streamline the data processes and billion dollars of savings as well. Features of ECSS The Centralized systems through which Air Force assets are tracked, managed and maintained and deployed . When we talk about scope of the ECSS system it consists all 1.Aadvanced planning and scheduling 2.Contracting and logistics finance 3.Material management repair and maintenance 4. Configuration and bill of material, customer relationship management (CRM) product lifecycle management 5.Decision support, facilities …show more content…
It helps clarify the progress towards completing the activities and identifying the major issues on which to focus before go live. assessment of the readiness is a very challenging task and hence it should start several months before the actual go live date. elaborate checkpoints in the process help avoid missing any step in the implementation. Readiness reviews should be conducted periodically. At least three readiness reviews are recommended about 4 weeks to 6 weeks apart. The review reports need to be documented properly and communicated across the team. In short we can say Go-live readiness report is useful to know the status of each area at a glance, the key activities that need to be completed and any workaround agreed to before go live. Next step should be ERP training, everyone who will be using the system should be provided training in the essential transactions. The focus of the training should be on how the organization is going to use the system for daily transactions. If done correctly training covers about 90 percent of what users will see on daily basis. Various methods of imparting training can be …show more content…
Project of such a magnitude with an estimated time period of 8 years and funding of USD 3 Billion, is expected to have some issues in implementation. After three unsuccessful attempts of revival, the project was finally scrapped off in 2012. The causes of failure were wide ranging. Based on our findings and analysis we can say the project failed due to inability of the project team to baseline the existing practices and to put in place effective measures for desired outcome. Choosing a system that was designed for a profit making organization with a focus on operational capabilities instead of financial performance proved to be a bad decision. The governance structure of the project was not properly aligned with the hierarchical decision making structure in the military. It was found that there was lack of trust between groups. readiness reviews were not conducted frequently, moreover project's true status was not shared across the team leading to lack of visibility. The actual project performance got sidetracked due to focus on schedule and budget, as a result quality related issues were swept under the carpet. One more mistake that the project team did was to view this project solely as an IT project rather than treating it like an organizational transformation