A requirements specification is part of every ERP project. The specifications define what the new ERP-system must fulfil in the company. The specifications can therefore vary greatly, as the processes that are to be recorded in the new software naturally also differ from company to company. It is therefore important that you take enough time to draw up the specifications. Incorrect implementation can quickly lead to expensive costs.
Here are three tips on how to arrive at a constructive specification efficiently and without detours:
1. consult user
The major goals of the ERP implementation are of course strategic. These goals are in turn determined by the management - i.e. usually the executive board. And that is the right thing to do, as this is their area of responsibility. However, when it comes to the processes in the company, the managing directors are the wrong people to contact. In order to understand the processes and, in the best case, to improve them, you need to know the Consult future users. And not just by means of an email survey, please. This only results in an inventory of confused individual wishes, which, when implemented, do not necessarily serve the company's goals. Instead, go to the individual departments and discuss in the group which processes are useful and which are not. which processes are optimised can be realised. Here more tips for an effective employee survey for the specifications.
2. synchronise claims
Let's stay with the topic of individual requests. Compare the recorded processes, optimised workflows and company goals. An ERP solution stands for the standardisation of all of this. That's why the software must be able to work across the board. Like one gear meshing with another. You should also consider what customisations are actually necessary. Many standard solutions, such as SAP Business OneThe processes are optimised (also for specific sectors) and firmly integrated. A process of Customise software is more favourable (and sometimes more efficient), i.e. the software follows the process. If processes are only to be retained out of habit, this is not in the interests of the ERP project. So get out of the specifications!
3. obtain flexible specifications
The biggest mistake we can make in projects is to become inflexible. But now you specify something in the specifications. Nevertheless, the specifications are not set in stone. Let it grow during the selection process. Companies often only find out what is possible through dialogue with the user - this can also change the requirements. Keyword: Standard system. Remain open to new solutions. This will make the new ERP system noticeable and successful in the long term.
Here more on the topic of adapting or adopting processes.
Too much or too little? How much information can be included in the specifications?
ERP project: Three tips for good specifications
Requirements specification in an ERP project - help or hindrance?
A successful ERP project: the path to a good specification sheet