A requirements specification is part of every ERP project. The specifications define what the new ERP-system must fulfil in the company. Therefore, the specifications can 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 sufficient time for the specifications. A faulty implementation will arise quickly and can subsequently become expensive.
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, which is usually the executive board. And that is right, since 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 be able to improve them, you need to know the Interview future users. And please, not only by means of an email survey. This will only result in an inventory of confused individual wishes that, when implemented, will not necessarily serve the company's goals. Instead, go to the individual departments and discuss in the group which processes are sensible and which are not. which processes are optimised can become. Here more tips for an effective employee survey for the specifications.
2. align claims
Let's stay on the topic of individual requests. Align the recorded processes, optimised procedures and company goals. An ERP solution stands for the unification of all this. Therefore, the software must be able to work across the board. Like one cogwheel meshing with the other. You should also weigh up what adjustments 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 cheaper (and sometimes more efficient), so the software follows the process. If processes are only to be maintained out of habit, this is not in the spirit 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. Often companies only find out what is possible in dialogue with the user - this can also change the requirements. Keyword: Standard system. Stay open for 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.