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 clarifies 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
Soon it is clear to everyone and also to the management in the company that the ERP project is impossible to manage without someone taking the lead. So far so sensible, the choice falls on the employeeswho does not duck away in time or is actually not fully occupied at the moment. Of course, this person is not necessarily the most suitable. Be that as it may, the employee then necessarily acquires information, an overview and know-how during the selection project. The person trained in this way often automatically becomes the future manager. project Manager of the introduction process. At this point, few people are aware of the challenge that the internal project manager will face in the subsequent project, let alone formulate it.
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 'dumped' on the person responsible for IT. This person then has a rather technology-heavy view of the ERP selection. It is not uncommon for IT departments to have certain beliefs that act as filters for the 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.
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 the introduction of new ERP software. At the same time, the inertia among accountants is particularly high. "We've always done it that way" is often heard in these departments. The next filter is thus installed.
The independent ERP consultant for the selection of an ERP system
ERP projects an average company does every 8 - 10 years. No wonder that this does not build up a profession within a company. Some management prefer to seek advice from outside. It's not the worst idea to get a management consultant who specialises in this topic.
At best, the selected Advisor a neutral view of things and, moreover, an idea of business management processes. In the worst case, the consultant has his preferences and the next filter is installed.
One of the qualities a consultant should bring to this process is interdisciplinary knowledge. A person who can mediate between the individual disciplines and experts is worth his or her weight in gold.