Do not implement an ERP solution as a crisis management action to fix a problem! Having a sense of urgency in business initiatives is always needed, but rushing into a solution without the right people, preparation and process usually results in implementation failure or a lower return on investment than desired. An ERP implementation is not just a technical project. It must involve the entire company.
Rushing into an ERP implementation or upgrade based on pain points in one business area may leave some other business stakeholders left out of the planning and design process. This is especially true for business areas which are not part of your back office core – like manufacturing, warehousing or sales. Get representation from both line users and management in all business departments involved up front in the design and planning phases.
Set the right priorities and review both short and long range business goals. Then review the ERP system capabilities and features for which areas best support your goals and priorities. Determine how the project will be run, who will be involved and setup your project team with robust communication and collaboration tools. Work with your implementation team and partner to agree on a realistic timeline with plenty of time for user testing and training.
Before you start, make certain your business processes are reviewed and documented. Ask your teams how these process need to change and improve in order to meet company goals and objectives? A rush to a solution or implementation often just tries to fit the existing, inefficient processes into the software screens, data and procedures. This will lead to user frustration, slower adoption of the software and reduced return on investment.
Prevent ERP implementation failure
Get started on the right path for your implementation with a strategic assessment.