Under Project Portfolio Management, Axim Infotech strictly adopts PMI certified Professionals in execution of IT Project Management under Axim Infotech’s defined Industry Verticals.

Axim Infotech conducts project Pre-implementation, study by defining the exact Goal of the project, optimizing Cost structures, using the right time tactics, defining project communication modules, project execution methodologies, minimizing the risk factors and delivering mechanism.

Axim Infotech drafts the project plan for project implementation by analyzing and designing organizational units, roles and responsibilities of the project team, defining policies, charting workflows, drawing data flow diagrams, identifying Hardware and software requirements, upgrades, creating development, setup environment and interface for other hardware and software systems.

Also keeping in mind the company’s objectives and goals, creating an environment for business ideas, information and intelligence to flow across the project Interface.

During the course of the Project study, Axim Infotech defines Production System, Test system, Project Delivery Channels, case study forms and change management at the appropriate time,

Axim Infotech Adopts HR management Policies in Project Team Building and adopts Time Management Equities and  uses some of the Industry Standard Project Development Software tools like MS-project, Visio, Excel, and SAP – PS for SAP projects, Java technologies, MS-SQL, Oracle ERP and Databases etc.

Axim Infotech’s ERP Project Management splits in two technical areas one of which is exclusively for SAP and other is for ORACLE

Axim Infotech  carefully follows the listed terms while analyzing SAP related projects

Axim Infotech’s Life cycle management of an ERP Implementation Project  consists of the following milestones:

1. Business Process Study of the Business Model: Constant interactions with the user/client grow in order to understand the various business processes and the way they are presently carried out to achieve the client objectives.

2. Pre-Implementation steps: Drafting of a pre-implementation process, detailing the concepts and features, shall be given to all the end-users at the client site. This shall improve the lead time in collecting the inputs for the preparation of functional and technical specifications with data flow.

3. Requirement Analysis: The requirements of the client are collected, using the SRS (Software Requirements Specification) form, to carry out further for the study.

4. GAP Analysis: In relation to Information Technology, this analysis points out the differences or gaps that exist between the standard capabilities of the desired system & the expectations of the client. The deliverable is a GAP Report.

In order to get maximum ROI out of the ERP processes must be re-engineered and then mapped with the redesigned processes

5. BMR (Business Mapping Report): This follow-up of the GAP Analysis should address the identified solution(s) for the gap areas.

6.Master Data preparation and management: This is addressed at early stages of the project planning. A team must look after these before and after the project to ensure accuracy in master data as this may lead to erroneous results after Go Live.

7. Project Planning: This is a crucial stage where the implementation process is designed. In this phase the details of the implementation is worked out. The deadlines and the time-schedules are also decided. A plan is chalked out, roles are allotted and responsibilities are assigned. The date for starting the project is also decided. The planning is done by a committee of team leaders and ready to use all PM software from the licensed vendors.

8. Installation of Software: The Vanilla installation of the complete software should now be carried out to ascertain the infrastructure preparedness at the client site to make sure that the right hardware, operating systems, networking and other security measures taken care off.

9. Customization of Functional flow, Forms & Reports: The Client"s requirement as to the customization of forms (user interfaces) and reports (existing as well as new requirements) are addressed here.

The system must be tested for complete processes and each type of transactions so as to check its robustness.

10. Migration of Historical Data: Beyond the opening balance incorporation, if the client desires to bring the historical data, this step will be required to plan the conversion and clean up - prepare the data for the new environment.

11. Design of Routines & Workarounds: Though this is not a milestone, the additional routine and workaround requirements (as identified in the GAP & BMR) shall be addressed through this step.

12. Setup & Configuration: The new environment shall be setup based on the SRS and the software shall be configured (on different deployment methods) fully.

13. Testing Environment: A testing environment shall be created in the new software to enable the end-users to acquaint and equip themselves for beginning in the live environment.

14. End-User Training: The next milestone shall be giving training to the end-users on the setup, configuration, and transaction processing and report generation. This shall be the post-implementation training phase.

15. Post Implementation Support: An immediate support commitment, subsequent to the implementation, and the detailed modes of support, etc., are given to the client.

16. Designing the System: This step requires lot of meticulous planning and deliberate action. This step helps to decide and conclude the areas where restricting have to be carried on. A choice is to be made from ERP implementation models.

17. Reengineering: ERP implementation involves an evident change in the number of employees and their job responsibilities, which results due to a more automated and efficient system. The human factors are taken into account in this stage.

18.  Project reporting: Needed to match functional project management with technical project management, technical and functional had to be considered part of the same team, needed greater role definition for project management.

 19. Project maintenance: One reason that ERP spending has remained high is that vendors continually release patches and upgrades. The risk of not migrating is the loss of vendor support, and access to tax and regulatory changes to the software.