If you are implementing a new business system in your organization, you yourself have a lot of influence on the success of the project. Do you want the implementation to go on time, on budget and according to the scope? With these 6 tips, that chance is a lot better!
1. Communicate with the organization
Internal communication is critical in an ERP implementation. From the selection process to going live. This does not mean that all employees need to know all the ins and outs, but rather the most important decisions and milestones achieved. This creates support, involvement and enthusiasm within the company. Employees understand why a new system is chosen, see the benefits for them personally and are informed of the progress. Communication can take place via email or newsletter, during company events or simply continuously on the shop floor.
2. Put together your dream team
The ideal project team works like a well-oiled machine. But how do you put together your dream team? A few characteristics and conditions regarding the team members:
- They are enthusiastic and motivated
- They recognize the advantages of the new software and know how to communicate them to the rest of the organization.
- They are able to analyze and understand processes, looking beyond their own department
- They have time in their schedule to devote to implementation
- They have the mandate to make decisions regarding choices about processes and the system
- They work well together
3. Be well prepared
Just starting an ERP implementation and seeing what comes your way is unwise for several reasons. Chances are that things will go wrong, the budget will be exceeded, frustrations will arise, and above all, the end result will be disappointing. Good preparation includes gathering the organization's requirements and wishes, a thorough selection of the right system from the right partner, cleaning up and getting the data in various current systems in order, establishing the scope, schedule and team. When you're all set, you may still encounter unexpected problems, but you'll have the things you could foresee well in place.
We are live, time to sit back, right? Certainly not! The go-live is only the beginning.
4. Stay "in control" of implementation
As management of the organization, you need to be continuously "in control" of what is happening in the project. Who is doing what? How is the progress going? Is collaboration going well? Are we meeting the milestones on schedule? That means regular consultation with your project team and the ERP partner's team. And daring to make important decisions. For example, to replace a member of the project team, to change the scope of the project in the interim or to make a decision regarding a business process.
5. Celebrate the successful go-live!
Successes should be celebrated. Together. Going live with a new business system is something you strive for months together and should be proud of. Share appreciation and recognition to the people who contributed to the go-live. You also reflected on all the difficult obstacles and challenges you encountered during implementation, so especially reflect on the achievement of key milestones and certainly the go-live.
6. Keep improving continuously after the go-live
We are live, time to sit back, right? Certainly not! The go-live is only the beginning. Now that you're actually working with the new system, you immediately run into some issues that weren't noticed during setup, training and testing. You want to fix those as soon as possible. And you probably already have plans ready for subsequent phases, such as additional modules and solutions that were not necessary for the go-live, but that will benefit you greatly.
Realize that you have a lot of influence on the success of an ERP implementation. There are factors out of your control, but on many factors you have a great influence. Make it a success!
