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Embrace change before beginning ERP

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Has your organization implemented an ERP solution, or are you planning to begin a project? What tips can you share about ensuring a successful implementation? Share your comments about ERP implementations, as featured in the June 17 Government IT e-newsletter.

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https://www.techrepublic.com/techmails.jhtml?repID=r001

4 replies

by tstaight

I have a few recommendations that allowed our recent ERP migration to happen smoothly.

First, have two primary individuals. One person should focus on training and departmental implementation. The other should focus on the technical aspects of the work.

This approach allowed our stakeholders to communicate with the implementation team, without holding up data migration and server implementation.

Always layout priorities and reduce scope creep ahead of the go live period.

Thoroughly examine requests to modify or customize the ERP package. Business units often attempt to revert to old methods that the legacy package supported. Many times these processes can be replaced by a better method in the new system.

Make sure to haveall business stakeholders involved in the implementation. After the implementation, allow departments to compete for and prioritize modification requests.

Finally, don't rely on your vendor for data conversion and integration. Do the work in-house.

Tom Staight
NEMCOMED Information Systems Administrator
(419) 542-7743 Ext. 141
tstaight@nemcomedical.com

by Ramon Padilla Jr.

You made some great comments, particularly regarding business untis trying to get the new system to mimic the old one. I'm not sure all organizations are staffed to do the data conversions themselves, but it pays great dividends if you can spin someone up in house to participate in the process. Glad your implementation went smoothly!

Ramon

by kindergentleritperson

I find that it's a good idea to put more than two key people in charge of an ERP implementation project -I generally recommend at least one person from each key area of the business - Production, Accounting, Sales and IT making up the core group. Of course, this depends on the size of the company and scope of the ERP program.

Building on what Tom Staight said, this is also a great opportunity to re-examine your business processes before building your past procedural mistakes (in terms of custom reporting needs and requested additional functionality) into the new system.

Also, be aware that not only will employees tend to want to cling to a legacy ERP system, they also tend to have their own "secret" (unknown to mgt) methods they have been using to get their job done. One company had an employee who, on his own, created and maintained 10 different spreadsheets that mirrored what the old and new ERP systems did. This person racked up a lot of overtime maintaining his manual system before the company caught on. Make sure you know what's really happening in a department, and deal with it, before putting the new ERP system in place.

One last thing: don't expect consultants to come in and magically "fix you all up" by installing a new ERP system for you. The success of the project is fully dependent on your employees' dedication and involvement. Consultants can't make that happen, only the insiders can achieve that.

by hieu

Tom Staight
NEMCOMED Information Systems Administrator
Excellent You are

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