Selecting an ERP system is sometimes a lengthy and complicated undertaking. We shed light on this challenge in a separate series.
We have in the The first part clarified the basicst had in the second part the motivation phase of an ERP selection. This third part deals with the responsibilities.
Those responsible for selecting an ERP system
It soon becomes clear to everyone in the company, including the management, that the ERP project cannot be managed without someone taking the lead. As far as makes sense, the choice falls on the employeeswho doesn't duck away in time or is actually not fully utilised at the moment. It goes without saying that this person is not necessarily the most suitable. Be that as it may, the employee then necessarily acquires information, an overview and expertise during the selection project. The person trained in this way then often automatically becomes the future project Manager of the implementation process. At this stage, very few people are aware of the challenge that the internal project manager will face later in the project, let alone formulate it.
Tip
Don't look for the main person responsible in your own ranks too early. Instead, wait and see what direction the project takes and what expertise is required.
Pay attention to suitability. The person leading the ERP selection needs more than free time.
Leave open who the future ERP Implementation project manages internally.
Software equals IT?
Another reflex that determines the person(s) responsible for selecting an ERP system is linked to the following equation:
ERP = software = IT. Ergo, the project is "offloaded" to the person responsible for IT. This person then has a rather technology-orientated view of the ERP selection. It is not uncommon for IT departments to have certain beliefs that act as a filter for ERP selection: No Open Source or only open source, pro/contra Microsoft, pro/contra Linux etc. etc. Even before just one process has been examined, some candidates already fall under the table.
Tip
An ERP project is not an IT project. It is too global for that.
Get the IT department on board for the selection of an ERP system when it comes to IT matters.
Finance has the hat on
In smaller companies, there is often one untouchable position whose opinion cannot be bypassed in the ERP selection process: the accounting. The finances have to be right! And no boss wants to take the risk of flying blind in this area after introducing new ERP software. At the same time, the inertia among accountants is particularly high. "We've always done it this way" is often heard in these departments. The next filter is thus installed.
Avoid making the selection of an ERP system dependent on individual persons / positions.
You are looking for an integrated ERP solution, not an ideal tool for individuals.
The independent ERP consultant for selecting an ERP system
ERP projects is what an average company does every 8 - 10 years. It's no wonder that no profession develops within a company. Some managers prefer to seek advice from outside. It's not the worst idea to get a management consultant who specialises in this area.
At best, the selected Advisor a neutral view of things and also an understanding of business processes. In the worst case, the consultant has his preferences and the next filter is installed.
One of the qualities that a consultant should bring to this process is interdisciplinary knowledge. A person who can mediate between the individual specialist areas and experts is worth their weight in gold.
If you are getting a consultant to select an ERP system, then you need to take as much care in selecting the consultant as you should in selecting the ERP solution.
more on the subject:
ERP selection - if it were that easy / Part 1
ERP selection - if it were that easy / Part 2
ERP selection - if it were that easy / Part 3
ERP selection - if it were that easy / Part 4
ERP selection - if it were that easy / Part 5
