Elección de un ERP (16)

La implantación de un ERP excede el ámbito tecnológico. No sólo comprende reemplazar varios sistemas por un único sistema integrado para el manejo de todas sus operaciones. Significa redefinir el modo de hacer las cosas dentro de una organización, lo que representa un gran desafío para cualquier empresa. Las personas directamente involucradas con la operación del sistema no solo deberán estar perfectamente capacitadas para operarlo, sino plenamente convencidas de la nueva manera forma de hacer su trabajo y de la importancia de su participación.

Un error común es asumir que cambiar los hábitos de las personas es más fácil que diseñar un sistema a medida. Lograr que las personas utilicen la herramienta de la manera correcta es el reto más importante. Una alta resistencia al cambio aumentará en forma directa las posibilidades de fracaso del proyecto. En ese mismo sentido se deberá dejar claro que la implantación de un ERP es un proyecto de toda la organización que como tal concierne a todos los ejecutivos. Sólo con la seguridad que todos ganarán o perderán según del éxito del proyecto, se podrá garantizar una participación activa de todos. Establecer como meta, sujeta a una compensación económica, la implantación exitosa del sistema es un mecanismo que ha probado su eficacia, no solo por el beneficio que obtendría cada uno de los ejecutivos si la implantación resulta exitosa, sino porque ante todos quedaría el proyecto institucional que trasciende el ámbito de las TI. Aún no existe el ERP universal que resulte ser el mejor para todas las empresas.

Todos los ERP presentarán dificultades y grandes ventajas para las organizaciones. La pregunta no es ¿Cuál es el mejor ERP?, las preguntas deben ser ¿Cómo quiero que se vea y funcione mi compañía ?¿Qué procesos debo simplificar y modificar? ¿Cuáles son mis requerimientos de sistemas de información? Y ante esto ¿Cuál es el ERP que mejor se adecua? Es aquí donde se inicia el fracaso o se empieza con el pie derecho. Y contar con el equipo de personas adecuado resultará definitivo.

A partir de este punto y hasta completar la implantación del ERP la empresa deberá tener un equipo de trabajo altamente calificado que le permita llevar a cabo las definiciones críticas del proyecto, tales como cuáles módulos habrán de implantarse, los ajustes o modificaciones que requieren y el orden en que deberán ser implantados. Este grupo de trabajo, generalmente conformado por gerentes de diferentes departamentos, deberá involucrase plenamente con el sistema hasta llegar a conocer los detalles de su funcionamiento. Se trata de crear un centro de conocimiento capaz de conjugar no sólo el conocimiento de la herramienta, como lo podría hacer el proveedor, sino el de cómo piensa y actúa el factor humano y de cómo se espera funcione la empresa a partir del ERP.

Un ejemplo de esto fue la regla que siguió CISCO durante la implantación de su ERP: sólo designaba como responsables para la implantación del sistema, en cada uno de los diferentes departamentos de la empresa, a aquellas personas que sus jefes inmediatos se opusieran más para dicha designación. Si al designar a un posible candidato el jefe inmediato no oponía objeción alguna optaba por otro candidato. La razón, aquellas personas que son indispensables para la operación de un departamento son más apreciadas que aquellas menos participativas. Si la elección del software y proveedor no es la adecuada, o si el equipo conformado no logra que el personal adopte los métodos de trabajo definidos por la herramienta, se generará una fuerte resistencia a usarlos así como una presión por modificar el sistema para adecuarlo a los métodos tradicionales. De llevarse a cabo, traerá consigo, además de los gastos asociados a las adecuaciones, la inestabilidad del sistema y un incremento en el mantenimiento del mismo.

TAD y COM en PCMM v2.0 (4)

TRAINING AND DEVELOPMENT (TAD)

El propósito de Training and Development, perteneciente al Nivel 2, es asegurar que las personas poseen las técnicas necesarias para realizar sus trabajos y desarrollar oportunidades. El principal objetivo es eliminar los obstáculos entre las técnicas individuales actuales y las técnicas necesarias para el desarrollo de las tareas. Cada unidad desarrolla una plan de entrenamiento que permite asegurar que todas las personas tienen las técnicas necesarias para su trabajo.

Goals

1- Individuals receive timely training that is needed to perform their assignments in accordance with the unit’s training plan.

2- Individuals capable of performing their assignments pursue development opportunities that support their development objectives.

3- Training and Development practices are institutionalized to ensure they are performed as managed processes.

Commitment to Perform

1- The organization establishes and maintains a documented policy for conducting its Training and Development activities.

2- An organizational role(s) is assigned responsibility for assisting and advising units on Training and Development activities and procedures.

Ability to Perform

1- Within each unit, an individual(s) is assigned responsibility and authority for ensuring that Training and Development activities are performed.

2- Adequate resources are provided for performing Training and Development activities.

3- Training time is made available to each individual according to the organization’s training policy.

4- Individuals performing Training and Development activities receive the preparation needed to perform their responsibilities.

Practices Performed

1- In each unit, the critical skills required for performing each individual’s assigned tasks are identified.

2- Training needed in critical skills is identified for each individual.

3- Each unit develops and maintains a plan for satisfying its training needs.

4- Individuals or groups receive timely training needed to perform their assigned tasks.

5- Training is tracked against the unit’s training plan.

6- A development discussion is held periodically with each individual.

7-  Relevant development opportunities are made available to support individuals in accomplishing their individual development objectives.

8- Individuals pursue development activities that support their individual development objectives.

Measurement and Analysis

1- Measurements are made and used to determine the status and performance of Training and Development activities.

2- Unit measures of Training and Development activities are collected and maintained.

Verifying Implementation

1- A responsible individual(s) verifies that Training and Development activities are conducted according to the organization’s documented policies, practices, procedures, and, where appropriate, plans; and addresses noncompliance.

2-  Executive management periodically reviews the Training and Development activities, status, and results; and resolves issues.

COMPENSATION   (COM)

El propósito de Compensation, perteneciente al Nivel 2,  es establecer suministrar personas con remuneraciones y beneficios basados en su contribución y valor que brindan a la organización. La organización debe formular una estrategia de compensación que motive y recompense las técnicas y comportamientos que se consideran esenciales para el éxito de la organización. La compensación debe ser coordinada para establecer un sentido de equidad en el sistema.   

Goals

1- Compensation strategies and activities are planned, executed, and communicated.

2-  Compensation is equitable relative to skill, qualifications, and performance.

3- Adjustments in compensation are made based on defined criteria.

4-  Compensation practices are institutionalized to ensure they are performed as managed processes.

Commitment to Perform

1- The organization establishes and maintains a documented policy for conducting its Compensation activities.

2- An organizational role(s) is assigned responsibility for performing or coordinating Compensation practices at the organizational level and for assisting and advising units on Compensation activities.

Ability to Perform

1- Within each unit, an individual(s) is assigned responsibility and authority for ensuring that Compensation activities are performed.

2- Adequate resources are provided for Compensation activities.

3- Individuals performing Compensation activities receive the preparation needed to perform their responsibilities.

Practices Performed

1- An organizational compensation strategy is developed.

2- The organization’s compensation strategy is periodically reviewed to determine whether it needs to be revised.

3- When appropriate, the workforce provides inputs for developing or revising components of the organization’s compensation strategy.

4- A documented compensation plan is prepared periodically for administering compensation activities needed to execute the compensation strategy.

5- The compensation plan is designed to maintain equity in administering the compensation strategy.

6- The organization’s compensation strategy is communicated to the workforce.

7- Each individual’s compensation package is determined using a documented procedure that is consistent with the organization’s compensation policy, strategy, and plan.

8- Compensation adjustments are made based, in part, on each individual’s documented accomplishments against their performance objectives.

9- Decisions regarding an individual’s compensation package are communicated to the individual.

10- Responsible individuals periodically review compensation packages for those whose compensation they administer to ensure they are equitable and consistent with the organization’s compensation policy, strategy, and plan.

11- Action is taken to correct inequities in compensation or other deviations from the organization’s policy, strategy, and plan.

Measurement and Analysis

1- Measurements are made and used to determine the status and performance of Compensation activities.

2- Unit measures of Compensation activities are collected and maintained.

3- Aggregate trends in compensation activities and decisions are measured and reviewed on a recurring basis.

Verifying Implementation

1- A responsible individual(s) verifies that Compensation activities are conducted according to the organization’s documented policies, practices, procedures, and, where appropriate, plans; and addresses noncompliance.

2- Executive management periodically reviews the Compensation activities, status, and results; and resolves issues.

We y PM en PCMM v2.0 (3)

WORK ENVIRONMENT (WE)

El propósito de Work Environment, perteneciente al Nivel 2, es establecer y mantener condiciones de trabajo físicas y suministrar recursos que permiten a los individuos y grupos de trabajo realizar sus tareas de manera eficiente sin distracciones innecesarias. Esta área de proceso debe ser administrada para asegurar que soporta el trabajo de la organización. Los gerentes monitorean los recursos necesarios y las condiciones ambientales que afectan el área y trata de mitigar problemas relacionados con la salud, seguridad o eficiencia.

Work Environment se relaciona con las siguientes AP: Staffing, Compensation, Perform Management, Communication & Coordination, Training and Development.

Goals

1- The physical environment and resources needed by the workforce to perform their assignments are made available. 2- Distractions in the work environment are minimized. 3- Work Environment practices are institutionalized to ensure they are performed as managed processes.

Commitment to Perform

1- The organization establishes and maintains a documented policy for conducting its Work Environment activities. 2- An organizational role(s) is assigned responsibility for assisting and advising units on work environment-related activities, and for assuming appropriate organizational responsibilities for the physical work environment and work resources.

Ability to Perform

1- Within each unit, an individual (s) is assigned responsibility and authority for ensuring that Work Environment activities are performed. 2- Within prudent limits, adequate resources are provided for performing Work Environment activities, implementing the physical environment and resources necessary to perform assigned work, and making improvements to the work environment. 3- The workforce receives the preparation needed to maintain an effective work environment. 4- Those responsible for improving the work environment receive the preparation in relevant methods and procedures needed to perform their responsibilities.

Practices Performed

1- The physical environment and resources required to perform committed work are identified in each unit. 2- The physical environment required to perform assigned work is provided. 3- Individual workspaces provide an adequate personal environment for performing assigned work responsibilities. 4- The resources needed to accomplish committed work are made available in a timely manner. 5- Improvements are made to the work environment that improve work performance. 6- Environmental factors that degrade or endanger the health or safety of the workforce are identified and corrected. 7- Physical factors that degrade the effectiveness of the work environment are identified and addressed. 8- Sources of frequent interruption or distraction that degrade the effectiveness of the work environment are identified and minimized.

Measurement and Analysis

1- Measurements are made and used to determine the status and performance of Work Environment activities. 2- Unit measures of Work Environment activities are collected and maintained.

Verifying Implementation

1- A responsible individual(s) verifies that Work Environment activities are conducted according to the organization’s documented policies, practices, procedures, and, where appropriate, plans; and addresses noncompliance. 2- Executive management periodically reviews the Work Environment activities, status, and results, including improvements to the work environment; and resolves issues.

PERFORMANCE MANAGEMENT (PM)

El propósito de Performance Management, perteneciente al Nivel 2, es establecer objetivos relacionados a los trabajos entregados y a los equipos de trabajo y personas, los cuales pueden ser medidos para evaluar el performance respecto de estos objetivos; y efectuar un mejoramiento del performance de dichos objetivos. El principal enfoque del manejo de performance consiste en identificar las maneras de mejorarlo, teniendo en cuenta las personas, los procesos de trabajo, recursos y otras técnicas que pueden ser utilizadas para mejorar el performance. El objetivo de la evaluación del performance es registrar los resultados del performance, los cuales son datos de entrada para la toma de decisiones acerca de compensación, planificación de desarrollo del personal, staffing, promoción, y otras actividades de la fuerza de trabajo.

Performance Management se relaciona con las siguientes AP: Compensation, Training and Development y Communication & Coordination.

Goals

1- Unit and individual performance objectives related to committed work are documented. 2- The performance of committed work is regularly discussed to identify actions that can improve it. 3- Performance problems are managed. 4- Outstanding performance is recognized or rewarded. 5- Performance Management practices are institutionalized to ensure they are performed as managed processes.

Commitment to Perform

1- The organization establishes and maintains a documented policy for conducting its Performance Management activities. 2- An organizational role(s) is assigned responsibility for assisting and advising units on Performance Management activities.

Ability to Perform

1- Within each unit, an individual(s) is assigned responsibility and authority for ensuring that Performance Management activities are performed. 2- Adequate resources are provided for performing Performance Management activities. 3- Individuals conducting Performance Management activities receive the preparation needed to perform their responsibilities. 4- Individuals who participate in Performance Management activities receive appropriate orientation in Performance Management practices.

Practices Performed

1- Measurable performance objectives based on committed work are established for each unit. 2- The unit’s performance objectives are periodically reviewed as business conditions or work commitments change, and, if necessary, they are revised. 3- Those accountable for the accomplishment of unit performance objectives track and manage unit performance. 4- Performance objectives based on committed work are documented for each individual on a periodic or event-driven basis. 5- Performance objectives for each individual are reviewed on a periodic or event-driven basis, and, if necessary, they are revised. 6- Those responsible for performance management activities maintain ongoing communication about the performance of committed work with those whose performance they manage. 7- Those responsible for managing the performance of others maintain an awareness of accomplishments against performance objectives for each of the individuals whose performance they manage. 8- Potential improvements in process, tools, or resources, which could enhance an individual’s performance of committed work, are identified, and actions are taken to provide them. 9- The accomplishments of individuals against their performance objectives are documented and discussed on a periodic or event driven basis according to a documented procedure. 10- If performance problems occur, they are discussed with the appropriate individual(s). 11- Performance improvement plans are developed for resolving persistent performance problems according to a documented procedure. 12- Progress against a documented performance improvement plan is periodically evaluated, discussed, and documented. 13- Guidelines for recognizing or rewarding outstanding performance are developed and communicated. 14- Recognition or rewards are made on an appropriate basis as events occur that justify special attention.

Measurement and Analysis

1- Measurements are made and used to determine the status and performance of Performance Management activities. 2- Unit measures of Performance Management activities are collected and maintained.

Verifying Implementation

1- A responsible individual(s) verifies that the Performance Management activities are conducted according to the organization’s documented policies, practices, procedures, and, where appropriate, plans; and addresses noncompliance. 2- Executive management periodically reviews the Performance Management activities, status, and results; and resolves issues.