Below is a list of 10 characteristics of successful ERP Project implementations to get you started.
It may seem clear but it doesn’t always happen. ERP software vendors are typically bullish when it comes to the capabilities of the software they’re selling. You need to put them through a rigorous and structured selection process to find out which system suits your business best.
Just as important as selecting the right software is selecting the right implementation partner. This is the company you’re relying on for their expertise and experience in implementing and getting the best out of the software that you’ve bought. Who can afford a team of consultants who don’t know what they’re doing or are only learning about the system at your expense?
Make sure your timelines are realistic and that you’re clear on what’s going to be done and who’s going to do it. Basic stuff, but it’s always well worth putting the effort into planning before the project starts.
“Scope creep” is a major risk in most projects. It’s potentially a killer as it eats into resources (both people and money), can have a complicating effect on other elements of the project, and can even delay the project.
How do we define a “successful implementation”? The real success of the project lies in achieving the expected business benefits. Business benefits realization should be integral to every part of the project.
Underestimating what’s required from the internal project team is a common problem. Their skills, experience and effort are crucial to a successful project. Free up your best people for the project and accept that their ability to do their usual jobs is going to be very limited or nil for the duration of the project. This can be costly and may involve backfilling to release people. The people you need on your project team are probably those you can least afford to lose, but remember that the time your team will spend working on the project will be a multiple of the time required from the ERP vendor and will shape the operation of your business for years to come.
If your organization senses that senior management aren’t 100% behind the project then why should they care about it? The project needs to seen to be driven from the top down. Conflicts between the project and the day-to-day running of the business will arise: such issues need to be managed carefully.
After putting huge effort into designing and configuring the system it’s easy to think all the hard work has been done. But the system doesn’t run by itself: the users need to be trained on how to use the system properly. You may even have users who’ve never used an ERP system before. Skimp on training at your peril, especially for remote or mobile users.
Think about your current systems and the reports that you use to run your business now. How long has it taken to develop all the various reports that you use now and will the new system deliver all the reports you need out of the box? “Probably not” is the usual answer, so think about what reports you will need to operate from Day 1.
One absolute certainty is the introduction of the new system means things will change. Business processes and procedures will change. Job/role definitions will have to be updated (some roles may cease to exist). Users may be fearful of what the changes mean for them. If you proactively manage change you’ve a much better chance of a trouble-free cutover.