Summary of Intended Actions
The proposed service plan presents a comprehensive action plan to improve the current ERP system of the BT AL Saudia Limited as a consultant system administrator. The plan outlines the current challenges within the company that will be addressed to improve the organization’s system and database. The plan also explains the actual assessment and planning procedure to make the current information technology system dynamic and relevant to the departmental needs. If the proposed improvements will not be adequate, the plan will propose the acquisition of a new system by evaluating the currently available and relevant options in the market.
Assessment of the Current System and Database
As a professional information technology expert, I carried out a comprehensible assessment of the ERP system through a survey of all the BT AL Saudia Limited departments to identify its current challenges, problems, and improvement needs. As a consultant, IT administrator, the findings of the survey revealed that the current ERP system has challenges in building reports, error-free invoicing, and managing inventory discrepancies. As a result of the lack of periodic system management, the accounts department noted that the current ERP is out-of-date and cannot keep up with the accounting demands such as entry of orders. For instance, the accountants are sometimes forced to carry out manual order entries, which is tedious and result in delays that could be avoided (Markel 23).
Although the ERP system supports editing capabilities in creating quotes and changing orders, it has become slow due to insufficient upgrades. As confessed by the internal auditor, the system has become ineffective in the compilation of multiple accounting spreadsheet information. At present, accountants are spending a lot of time when updating the documents manually (Wayferry’s 4 Phase Software Selection Process). Lastly, the system has not been consistent in inventory accuracy since the current older version does not work well with multiple inventory trackers (White and Burrows). This means that an accountant accessing information from the system has to click a single inventory at any given time (Wayferry’s 4 Phase Software Selection Process). These challenges are costing the company resources in terms of time and inaccurate reporting.
Suggested Solutions to Address the ERP System Challenges
Temporarily Solution
The temporary solution would be updating the ERP system and proactive maintenance to repair the currently dysfunctional applications. For instance, through the installation of the Microsoft Dynamics GP, invoice entries will be automated and users empowered to directly save work at personal convenience (Murray). Moreover, the suggested improvement will activate editing capabilities to make invoice conversion, order verification, and quotation making easier (Wayferry’s 4 Phase Software Selection Process). However, the proposed adjustments in the ERP system will only help the company in the short term since they are prone to functionality hitches. In the event of such glitches, a user might lose vital information or even make the system crash. The short-term recommendation might only be useful and cost-effective within two months due to the high cost of maintenance.
Long Term Solution
As an IT expert specializing in system administration, I would recommend the company to purchase a more advanced and user-friendly system that is multifunctional and efficient (Wayferry’s 4 Phase Software Selection Process). The process of buying a new system will require extensive market research to select the most appropriate and cost-effective alternative (Bolman and Deal 31). In the ideal, the market shopping will consider the current IT requirements and size or usage of the system at the BT AL Saudia Limited.
Selection of a New System
The selection process for a new system is based on the following requirements that are relevant to the BT AL Saudia Limited.
- Compatible to Projects Financials Data support for revenues and expenses (Wayferry’s 4 Phase Software Selection Process).
- Compatible to trackers of staff performance (Albers and Mazur 45)
- Internet-compatible
From the market research, the preferred systems that the company could consider purchasing are BMP online studio, Nintex, TIBCO BPM, CommandHound, TimelinePI, and Oracle E-Business Suite among others (Albers and Mazur 45). These systems come with applications that can create, track, and systematically optimize business processes. The systems are also up to date and are capable of discovering, automating, and improving functionality through increased efficiency and reduced costs. About the BT AL Saudia Limited, Oracle E-Business Suite would be ideal since it can support Projects Financials Data (Wayferry’s 4 Phase Software Selection Process). Moreover, this system is internet compatible and can be customized to integrate trackers for departmental staff performance. In addition, the proposed system is very common and has ideal features that would serve the current needs of BT AL Saudia Limited.
Change Plan for Oracle E-Business Suite
Selection Process
The process will commence with a meeting will all the stakeholders to gather the requirements to be considered. This was followed by a software search that would meet the requirements listed. Through reversed engineering, the selected software was weighed against the primary organizational requirements (Wayferry’s 4 Phase Software Selection Process). The selected software was then subjected to evaluation to ensure that due diligence, vendor input, and scope are confirmed. This process ends will acceptance of the Oracle E-Business Suite.
Gap Analysis
The gap analysis examined the propriety of the software to capture vendor feedback and automate the computation and installation. The process will involve an analysis of the Oracle E-Business Suite usage against that of ERP to develop a cost-benefit framework. At this stage, the Oracle E-Business Suite will be matched with current business requirements (Wayferry’s 4 Phase Software Selection Process). This will be followed by the identification of two essential solutions such as improved accounting data and efficiency in operation (Wayferry’s 4 Phase Software Selection Process). A series of benefits reviews will then follow to comprehend the functionality of the Oracle E-Business Suite. This process will end with a final assessment of the gap existing between usage and benefits of Oracle E-Business Suite to the company.
Test Version Process
Testing of the Oracle E-Business Suite will be carried over three weeks with constant adjustments on an a-need basis. This means that testing will be carried out in all departments to confirm the functionality of each application, efficiency in serving accounting needs, and flexibility in running multiple tasks (Wayferry’s 4 Phase Software Selection Process). Adjustments will be carried out based on the results. Since the Oracle E-Business Suite is very common and user-friendly, it is predicted that there will be minimal setbacks in the testing process. Users will be subjected to training at this stage.
Going Live Process
The going live process will be the most complex since it requires the participation of all the stakeholders. The process will begin with the integration of the Oracle E-Business Suite as an active phase of the organizational system. The old ERP will then be slowly shut down beginning with non-essential applications followed by systematic integration of vital functions. This is meant to avoid setbacks associated with the expected transition (Wayferry’s 4 Phase Software Selection Process). The required Setup Data on employees, projects, and company information will be entered into the system. This will be followed by moving data from the old to the new system at the end of the financial period. The process will end with the creation of a new opening to balance in the new system as the ERP is shut down.
Improving the General Performance with the IT Department
As the head of the IT department, I intend to introduce a monthly evaluation system within the IT department to improve the periodic maintenance of the Oracle E-Business Suite. I will create a performance tracking system to evaluate the three hardware and network personnel. The evaluation process will incorporate 360-degree feedback that is capable of analyzing individual contributions and adjustments in system maintenance (Bolman and Deal 25). If there is a need to expand the personnel within the IT department, I intend to use a linear recruitment process that evaluates technical and soft skills before employment to reduce redundancy (White and Burrows). As the IT department head, I will endeavor to function within the vision of general efficiency and system sustainability to improve on IT support functions of the organization. This vision will be angled on a mission of proactive system support for a holistic and healthy organizational performance.
Works Cited
Albers, Michael, and Mary Mazur, editors. Content and Complexity: Information Design in Technical Communication. Routledge, 2014.
Bolman, Lee, and Terrence Deal. Reframing Organizations: Artistry, Choice, and Leadership. 3rd ed., John Wiley & Sons, 2013.
Markel, Mike. Technical Communication. 11th ed., Bedford/St. Martin’s, 2014.
Murray, Martin. “Oracle E-Business Suite (EBS) Introduction.” The Balance. 2018, Web.
“Wayferry’s 4 Phase Software Selection Process.” Wayferry. 2017, Web.
White, Steve, and Dan Burrows. “System and Process Gap Analysis.” Waterstones. 2017, Web.