They take time and money - more than necessary if you are not careful. Specifications should help in ERP projects to maintain an overview of cost and time management. But even a specification sheet is time-consuming and requires a lot of attention.
What is the point of a specification?
Just in ERP projects a lot revolves around time. The long hesitation of some companies before introducing a new system increases the desire for early implementation. The time-intensive search for the right system is also a reason for a certain tension towards lengthy implementation processes. ERP implementations. Nevertheless, projects should not be tackled under time pressure. A specification sheet should help here. The precise documentation of wishes, possibilities and implementation plans should make the customer and the ERP provider be clear about the process, timeframe and financial background. To do this, the company must first open all its doors to give the provider the necessary insight into the work processes. Initial proposals can then be made regarding the processes in the new ERP solution be made. However, the customer often already has precise ideas about which processes they would like to have mapped or which they would like to take with them. This is the first point at which the actually helpful specifications become a time waster. Especially if the processes only map the status quo without taking into account the conditions and possibilities.
Too accurate also goes
Furthermore, it is often not the best idea to define all objectives precisely from the start of the project. In most cases, a rethink takes place during the project, as work processes have to be mapped differently or elsewhere. A functional specification is a hindrance to the flexibility of the project, which can nowadays be made possible by providers and systems. Drawing a finish line right at the beginning and defining the project's success in terms of achieving it is restrictive.
Plan between aspiration and reality
It is often said that time and cost management degenerate without a specification. What is forgotten is that in very few cases is the planned time frame and the budget be adhered to. This is another point that only causes frustration and disputes and thus becomes a time waster. Of course, nothing stands in the way of a proper schedule - but a specification sheet is not necessary. Instead, a constructive calculation with a flexible planning can be harmonised well. Instead of firm promises, there are honest answers here - so the company has the opportunity to plan time and financial buffers in such a way that the project always remains within the bounds of what is feasible.
It all depends on the ERP partner
The legal basis also drives many companies to demand a specification from their provider. However, many of the points of contention arise precisely because of this. An ERP project is often more successful if both sides can work together openly and flexibly and do not get bogged down in detailed definitions. Of course, the provider must be contractually obliged to fulfil its obligations. However, it is more important to find a provider who knows how to fulfil their task of a good implementation even without a requirement specification than to bind them to their "obligations". The time spent searching for a suitable provider will pay off in any case. I promise!
The actual success of the project
The question remains, what can be used to measure the success of the project, if not a functional specification? Here, there is often the misconception that it is possible to determine whether the project was successful directly after the new system has been put into operation. However, project success with ERP systems means much more than simply implementing the new processes. The way the company deals with it plays a much more important role. The questions that arise here are much more: how is the system being used, are all the processes being used? employees were integrated during the introduction and are the processes proving themselves in use? Here, internal project management and software training contribute far more to the success of the project than any specification sheet.
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