It is a truism that the real value of investment in a software product and solution is realized only when business operations run live by intensively utilizing it. This can only be achieved by harnessing the efforts of all the members from both sides. When you contemplate the reorganization that adapting requires, you are tempted to put it away. Adapting involves People, Partners, Systems, Procedures, Locations and many other individual things that make it all seem too big a task to attempt. It takes deft project management skills and a skilled practitioner to make it all come together for you. This is the very core of our attention comes into play with APT Team. APTERP has a defined and simple process that is easily understood by the client but at the same time creates a strong structure upon which the project can be defined and executed by the respective service team. The objective of our methodology is to minimize the time required for the project to ‘go live’. To achieve this objective and to translate the owner’s vision for the business into a live working solution requires a superlative communication skill. With frequent and rigorous training of the latest trends, techniques and emerging knowledge in required domains, our team possess special skill that helps to realize the customer’s need to the required feature.
The challenge of product development lies in getting the right product to match user expectations within the realms of available technology. This is where the rich experience of our product architects and consultants over the past decades, whose skills in Designing, Developing, Consulting, Customizing and Implementing, has demonstrated to clients from more than 50 different countries. Using Product development schedules, the team deliberates to meet the quality goal of delivering the product/project within scheduled constraints. To meet this goal, program management owns and drives the schedule, the features, and the budget for the project. Program management coordinates resources, facilitates team communication, and drives critical decisions where consensus cannot be achieved. The project team delegates the development role to the product team, to build the assigned system that meets the specification and customer expectations. The product undergoes rigorous testing by a dedicated team of QC experts to address all possible issues prior to releasing the product to the implementation team. They test the product modules from the beginning of the development cycle up to integration testing. This assures that all issues are known and addressed prior to releasing the product/project.
Setting the project management team is the success of ERP implementation. First setup the project manager, department heads and allocate the responsibility on each process with departments. Set all the challenges, derivatives and objectives first, discuss and elaborate with the product consultants each objectives in detail. As the customer advocate to the team, project management is responsible for understanding customer requirements, creating the business case, establishing the shared project vision between team and customer, and ensuring that any solution that the team develops meets the needs of the customer by solving their particular business problem. As the team advocate to the customer, project management is responsible for high-level communications and managing customer expectations. High-level communications include public relations, briefings to senior management of customers, marketing to users, demonstrations, and project launches. Managing expectations is the key role of project management once the vision is set. It is considered a primary role because it can determine the difference between success and failure. High level of transparency, dedication and determination is maintained by constant two-way communication with the customer during the feature development and projection period, for necessary changes needed with regard to customer expectations that can ensure success. Our Project management makes it policy to include the customer in the trade-off decision-making process and inform them of changing risks and other challenges.
Consultation & Training
The right Consulting is the key success of ERP roll out. The consultant is capable to understand the industrial objectives and challenges how to set up the workflows in the ERP product. The consulting team having good years of experience, determination,dedication, qualification and track records. With the goal of client end-user to feel instantly comfortable with navigating and using the system as defined by their respective user roles, the training team takes every effort to create training documents that can effectively transfer working knowledge to the users following the guidelines of the consultant and project manager. This begins with the training team becoming familiar with the design of the product as it relates to client requirements. This is achieved by working in close coordination with the consultant and Project Manager during the design of the application so that the user interface is well defined and simple for users to navigate. This forms the source of information upon which training guidelines and working instructions are created and delivered to users. The training team converts the design features of the final application build, into user guidelines and working instructions that facilitates rapid adoption of the system by users working in different roles.
The support team enters the picture immediately after the project has been commissioned and accepted by the client. To use a simple analogy, this team operates as the maintenance team. If you were to think of any other asset investment such as a manufacturing plant or any asset with a large number of moving parts, it is built using a lot of components and furthermore sits atop your computer hardware infrastructure. All of these hardware and software components have to be kept in peak working condition in order that business operations are smooth with maximum up-time and minimum downtime. The project commissioning document specifies the maintenance schedule for the system which can be carried out on site by a qualified support executive. Normal support functions are carried out during daily business hours, however, critical support issues are attended 24 X 7 where required successfully bring closure to support requests. When user count increases beyond a certain point, it is recommended that the business consider inducting a dedicated IT administrator or coordinator to handle routine system management tasks.