If you’re in accusing of decision a new enterprise resource planning (ERP) solution for your company, you by now knows you’ll need senior administration buy in. This responsibility comes with only one of its kind challenges based on your business’ size, industry, and management’s approach in the direction of finding a solution to improve communication and the bottom line. Without management buy-in, you cannot succeed in selecting an ERP for your business.
It’s best to start with a positive return on investment (ROI) when discussing anything that will cost the company money. The ROI should come in after you’ve already provided a solid business case with a rough estimate of cost and time as well as performance metrics and measurements. The ROI be supposed to delineate how beneficial a new ERP solution will be for the business. You can include how the solution ties into the strategic goals the company has set and the touchable outcomes a positive ROI will bring as a result of implementing the new ERP solution.
After you gain the initial support of senior management, make sure you involve them in as much of the project as possible through daily or weekly status reports. Set small milestones for you: They will make it easier to provide updates. These updates shouldn’t include anything too technical but rather provide a high-level view of the project. Schedule face-to-face meetings to address the project to management when they have time. Make sure the updates don’t take up more than 15 minutes of their time if you provide them daily, 30 to 45 proceedings for weekly updates.
When you move forward with the project, you’ll make several decisions that may or may not require management approval. Make sure that all roles and responsibilities clearly outline the resources, management, vendors, departments, and others required for each step of the process. By outlining the roles and responsibilities required to make the ERP implementation a success, you reduce confusion and mitigate the risk of unexpected requirements on stakeholders. Depending on the availability of everyone involved, you may want to call a weekly or biweekly status report meeting so that everyone can communicate updates and issues that you could resolve by having everyone present.
Regardless of how much or how little management wants to remain involved, always include them on meeting invitations with the vendor. Management may be interested in hearing proposals from different ERP vendors so that they can make the selection, or they may trust you to select the vendor. At a minimum, relay your top vendor choice for the ERP implementation and explain why you believe that vendor will meet the company’s needs.
This may be the most difficult task in the entire process; after all, change is always an uphill battle. This step is a necessary evil everyone involved must participate in because if nobody accepts the changes, the ERP implementation project will fail. You may have to incorporate changes to policies and procedures, and that will require management’s buy-in. When discussing the proposed changes to the chief executive or chief information officer, make sure you present all change management processes required for a successful ERP implementation.