The big ERP project no-go's

Anyone who has been following our posts for a while will have heard this more than once: An ERP implementation is often approached with the wrong expectations. Many companies that have relatively little experience with software implementations assume that once the installation is complete, the project process is over and all their problems are solved. Unfortunately, this is still not the case.

The wealth of articles here alone should be able to illustrate the complexity and effort involved in an ERP implementation. As we in our function as Advisor, partner and application expert for SAP Business One, here is a short guide on how NOT to do it.

Versino Financial Suite for SAP Business One Finance

People are not IT

Also to Process optimisation we have already written a lot here. Of course, our aim is to improve processes within the company. It is self-explanatory that this will also change for the employees in the company. However, it cannot be expected that they will follow these processes without guidance. Integration during the changeover, information and training are all part of an ERP project!

Underestimating evaluation during ERP implementation

The measurability of Aims is essential for the success of the project. Because everyone expects things to be better after the ERP implementation. But what? Exactly. That's why you should take the time to define your goals together. Preferably as a company. And ideally also what you don't want.

Let everyone do something

"Well, that's not my responsibility" - we never want to hear that again. Clearly define the roles and responsibilities for the ERP implementation and who should be responsible for it. And please do so sensibly. If someone has a particularly complex task, they should possibly also be released from other duties.

Responsibility forgotten

No matter how well you perform the tasks in a ERP project everything has to come together again somewhere. It is therefore extremely important to fill the key positions correctly. These people in particular should have sufficient capacity to take on this responsibility. The following applies: one day of external consulting corresponds to two to three days of internal work.

No plan from ERP

Particularly important for us (and of course for the company) is the project Managerwho always acts as an intermediary between the consultant and the company. It is therefore very unfavourable if the consultant has little or no experience with ERP projects. If necessary, it is better to outsource the job!

Accomplished facts

"We'll just do it again" doesn't usually work so well. Internal communication is essential for a major changeover such as an ERP project. The management and the employees must be regularly and comprehensively informed about developments and the status of matters. And not via a mailing list. Information events, for example, are more suitable. If you already have communication experts in the company, get help. Project marketing is the order of the day!

Just go for it in the ERP project

A project structure plan with work packages, a project plana milestone plan, the project organisation, resource and cost planning and a risk analysis. Apart from any rescheduling, everything you need for an ERP project. But you really need it! It may be a little time-consuming, but in the end it can save an enormous amount of time and money.

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