Employees are the relevant factor for the success of an ERP project. Why? Because the project management in ERP implementations is a complex task that requires participation at all levels. The demand on the commitment of those involved is intensified if the project is to be carried out in an agile manner.
Why does no one want to do it again?
Volunteers. And then no one comes forward. This is how most searches for Key users for ERP projects. But why are these positions so difficult to fill?
Mostly the employees already had bad experiences with previous IT projects. Everyday business has suffered from the additional tasks and additional tasks are always difficult to calculate anyway, especially when it comes to big changes. Many employees also have no experience with project management and therefore shy away from the task.
The worst of all variants is to simply appoint responsible persons over the heads of those affected. Especially in agile projects, responsibilities should not be distributed, but a feeling of self-determined responsibility should be created. But how?
Include where possible
All participants must have the feeling of being part of the process from the very beginning. This means involving the staff in the decision-making process. Those who have the feeling that they have been involved in a decision are more likely to feel responsible for it afterwards.
Of course, this also includes that all project participants are informed about the framework conditions, project scope, deadlines, contact persons and contractual regulations. Especially for those who are less experienced in projects, it is helpful to create a calendar with regular dates that mark the current point in the process. Additional motivation can be created by illustrating which advantages are created for whom by the innovations. If possible, also in the project process. For example, employees in their field of expertise can be motivated in the case of ERP be an important support in adapting the software for the benefit of the company.
Agile planning
The need for calculability of tasks and the agile way of working can quickly get in each other's way. But especially in the case of ERP project Too strict schedules are a source of frustration. That's why it's better to say goodbye to uniform deadlines, tasks or dependencies. Handing over is the keyword, which is particularly unfamiliar for project leaders. An approximate timeline for everything does not hurt, but the individual teams or persons in charge should create individual plans.
Create team spirit
Employees often have concerns about the additional workload. Here, the project leaders should definitely ensure clarity right at the beginning and, for example, discuss a regulation on the recording of overtime. Possibilities should also be defined that can be taken in case of overload. Especially when project leaders are involved in the discussion of problems, this often leads to the fact that employees feel that their concerns are taken seriously and are therefore more interested in constructive solutions. Secondly, they are more likely to help each other out. This initial problem debate can be an important cornerstone for further meetings in which the project participants inform each other about the current status, celebrate successes and discuss problems. This can also be very helpful after the implementation of the new system, as staff know exactly who to contact about what. If necessary, staff can also train each other on their areas of expertise, which makes for a much more individualised introduction than a ERP provider could ever make possible. In addition, the staff are also much more suited to working with the system as a central point of contact.
Motivating employees to participate in an agile project on their own responsibility may require more team-building measures and a little trust. In the long run, however, this unfamiliar input is worthwhile and also contributes to a more agile working attitude at.
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