Anyone who has been following our articles for a while will probably have heard it more than once: An ERP implementation is often approached with the wrong expectation. Many companies that have relatively little experience with software implementations assume that with an installation, the project process is finished and all their problems are solved. Unfortunately, this is still not the case.
The sheer volume of contributions here should be enough to illustrate the complexity and effort involved in an ERP implementation. Since in our function as Advisor, partner and application expert for SAP Business One are right at the source of the problem, here is a short guide on how NOT to do it.
People are not IT
Also to Process optimisation we have already written a lot here. Of course, our goal is to achieve an improvement in the processes in the company. That this also changes for the employees in the company is self-explanatory. However, they cannot be expected to follow these processes without guidance. Integration during the changeover, education and training are 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. Therefore, take the time and define your goals together. Preferably as a company. And preferably also what you don't want.
Let everyone do something
So that... that's not my responsibility? ? we never want to hear again. Clearly define the roles and duties in the ERP implementation and also who should be responsible for it. And please also define them sensibly. If someone has a particularly complex task, they should possibly 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 enormously important to fill the key positions correctly. These people in particular should have enough capacity to carry 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 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 do it all over again' usually doesn't work so well. Internal communication is essential in a big change like an ERP project. The management and the employees must be regularly and comprehensively informed about developments and the state of affairs. And this should not be done via a mailing list. Info events are better suited, for example. If you have communication experts in the company anyway, 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 planThe project plan includes a project plan, a milestone plan, the project organisation, resource and cost planning and a risk analysis. Apart from the possible 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.
Software validation in medical technology
Netting and creditors with debit balances
SAP Business One Partner – the right one is important
Data migration in ERP projects
ERP upgrade – at some point it will be time
