Scrum in the ERP project: is that possible? (Part 1)

Many ERP solution partners offer implementation methods for the introduction of business software. Most of these are based on classic project management methods. Agile process models, on the other hand, are not yet widespread. There is probably no such thing as the golden path. However, more and more ERP providers are also considering Scrum models. However, this requires a rethink of the roles in the ERP project ahead.

A widespread problem when introducing an ERP application is that the path of virtue, i.e. the standard, is abandoned all too quickly. It is often an unholy mixture of customer requirements, which are often more habits than conditions, and seemingly flexible customisation options of the ERP software. However, on both sides, consultant and user, at the time of a change, knowledge of the processes on the consultant side and the software on the customer side is incomplete.

At the same time, the complete Specificationsthat everything is documented and approved before realisation. However, the consequences of deviating from the standard only become apparent much later in the project. And sometimes these are such that they counteract the actual purpose of the change.

It would therefore often be better to start an ERP implementation on the basis of the Standards and only after some time and application to check whether and which changes should be made.

Whether it helps to adapt the Scrum method, which is widely used in software development, is debatable. It may be helpful to first look at the typical roles in a Scrum project.

Product Owner

In a team that works according to the Scrum method, the Product Owner is an important interface with several tasks. He communicates with the customer and listens to their wishes. They represent this view of the customer to the project team. At the same time, they are by definition not part of the project team.

Scrum Master

The other pole in the ERP project would then be the equivalent of the Scrum Master. He or she is committed to the product and the "pure doctrine", so to speak, and ensures that all processes implemented correctly and completely.

Scrum Team

That leaves the scrum team. Whether and how the process model of a scrum team can be implemented in an ERP project is an exciting question. A team using this agile project method is characterised by a number of factors that might seem exotic to a classic ERP project manager.

A Scrum team has a manageable size. The ideal number, says the expert, is seven people. For large projects, several independent teams must work in parallel.
The team should be able to cover all the necessary disciplines.
It organises itself, decides how the requirements are broken down into tasks and who carries them out in the team.
All team members are also familiar with the big picture and Project goals, to incorporate them into their work.

Conclusion on Scrum in the ERP project

Without having looked at the Scrum method, one thing is already clear in view of the roles: one important prerequisite among all participants is trust.
This also includes the trust of the ERP implementation partner and customer in their respective employees.
Of course, they would also have to familiarise themselves in detail with the agile project method.

But this is a separate, comprehensive topic.

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