Eight ERP implementation best practices
Most manufacturers judge an enterprise resource planning (ERP) implementation by the initial expense, ongoing operating or maintenance costs, return on investment, and time-to-value.
1. Assessing the team and the load on company resources
If handled well, with the right level of commitment from the project team, the implementation will succeed.
- Have you identified the subject matter experts related to configuration and process definition during the set-up of each process?
- Are the internal and external teams aligned on project responsibilities, i.e., master data, system configuration, training and education, business process decisions?
- Is a good communications strategy in place to deal with change management challenges?
- Is there a good project plan with identified stages and a regular schedule of cadence calls with all the team members involved?
- Does your team have a strategy for dealing with data migration? What will you do with historic data? How will you prioritize which data is important to migrate?
- Are these some complexities in processes that the new system would enable you to reduce or eliminate?
- Is the team open-minded about changes to business processes? Have you identified a champion for change?
- Should you use an internal project manager – or would you be better served by ERP services from an outside consultant?
- Do you have the expertise in-house to handle the ERP project management responsibilities?
Martin Davis is a consultant at Ultra Consultants. This article originally appeared on Ultra Consultants’ Blog. Ultra Consultants is a CFE Media content partner.