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GAP analysis [message #188291] Thu, 17 August 2006 17:51 Go to next message
Messages: 38
Registered: March 2006
Hi folks

what is GAP analysis .. I have always heard of this everywhere but dunno what exactly it is.

Thanks for your time

Re: GAP analysis [message #188316 is a reply to message #188291] Thu, 17 August 2006 23:24 Go to previous message
Messages: 38
Registered: January 2006
Location: Pune India

Please find the detailed write-up on GAP Analysis.
I hope it should clear your concept on GAP Analysis.

GAP analysis
It is a phase in ERP implementation, where the org tries to find out the gaps between the companies existing business, practices and those supported by ERP package. Finding gaps are very difficult, one of the most affordable, but most difficult, solution intense altering the business to fit the ERP package. Another solution is that the company can simply agree to live without a particular function. Other solutions include. Pinning your hopes on and upgrade (low cost but risky) Identifying a 3rd party product might fill the gap. Designing a custom program.
Altering the ERP source code Reengineering it is in this phase that the human factors are taken in to account. In ERP implementation setting, reengineering has 2 different connotations the 1st connotation is the controversial one, involving the use of ERP to aid in downsizing efforts and there have been occasions where high-level executives have invoked reengineering slogan, and purchased ERP package with the aim of reducing significant number of employees. While every implementation is going to involve some change in job responsibilities as process become more automated and s efficient, it is best to treat ERP as an investment as well as cost cutting measure, rather that as a downsizing tool. Downsizing is the business the practice that may have its place, but it should not be cloaked within the glossier of reengineering, or justified by the purchase of an ERP package. ERP should engender business change, but should not endanger the jobs of thousand employees the second use of reengineering in the ERP field refers to and ERP implementation model initially designed and used with much success by the big 6 consulting firms. The BPR approach to an ERP implementation implies that there are 2 separate, but closely link implementations involved on and ERP site: a technical implementation and business process implementation. The BPR approach emphasis the human element of necessary change within organization. This approach generally time consuming and has received its share of
criticism for creating bloated budgets and extended projects. But adherents of the BPR approach to ERP, would argue that there is know way that you can ignore the human element in an implementation that involves significant changes in responsibilities. As ERP market shifts to a mind market focus and as all implementations are becoming more cost sensitive, the BPR approach has come under some real scrutiny.

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