Who's looking out for you? quality assurance for public sector ERP implementations.(enterprise resource planning)

Implementing enterprise resource planning systems can be a lonely and intimidating path, particularly for government project managers responsible for overseeing the installation of multimillion dollar systems. In recent years, GFOA's Research and Consulting Center has expanded its ERP procurement consulting practice to include quality assurance services. Although GFOA claims no expertise in implementing any one particular software package, we have been able to help a variety of different public sector organizations implement various ERP applications. This article describes typical quality assurance services and the factors that public sector organizations have considered before seeking this type of assistance.

WHY QUALITY ASSURANCE?

GFOA's quality assurance services began when one of its ERP selection clients required assistance monitoring the implementation contract GFOA had helped negotiate. The contract was a complex one, involving multiple companies and installation phases, and the project team had limited experience with modern ERP applications. GFOA staff helped the project manager review deliverables and monitor warranty items, and provided objective input during the design phases. Since then, GFOA's quality assurance engagements have ranged from periodic contract compliance review to project management.

There are a number of reasons why organizations seek quality assurance services. Contract monitoring can be overwhelming for project managers preoccupied with day-to-day project activities and administrative functions. Some organizations like "objective" parties to deliver difficult messages, particularly when big changes in business processes are being proposed. Finally, some clients have viewed GFOA's involvement in an ERP implementation as an "assurance policy" that certain minimum public sector requirements will be met in the overall business solution.

Below we discuss why our clients have availed themselves of quality assurance services.

Contract Compliance. It is easy for project managers to become too comfortable with implementation consultants during an ERP implementation. After all, consultants and project team members are almost inseparable during an implementation. This leaves government customers exposed, particularly when they are uncomfortable raising compliance issues with the implementation consultants. It is often more advantageous for ERP customers to use a third party to raise contract obligations during an implementation.

Review of Deliverables. The ERP industry has developed standard implementation methods to ensure the quality of the software installation, to maximize profits during implementation, and to assist inexperienced consultants. Unfortunately, some implementations are so heavily templated that some activities are viewed by consultants as mere exercises. The customer never realizes this because ERP installation is an infrequent experience. In one very unusual case, a consultant applied the wrong template to a particular software module so that the design resembled a commercial solution rather than a solution properly fitted for the government. The consultant had followed the template correctly, but did not have the public sector expertise to recognize that it was the wrong solution. Fortunately, a quality assurance consultant from the software firm caught the error before the module had been installed. To mitigate the risks of such errors, organizations often use an objective quality assurance resource to provide periodic reviews of deliverables.