An ERP implementation is comprehensive. On the customer side, all departments including management are involved, on the software partner side various specialists. This requires a structured approach in which everyone plays his/her own role with corresponding tasks and responsibilities. I would like to introduce the key players to you.
Management of the customer
The management of the organization where the ERP implementation is taking place plays a crucial role. They must be fully behind the implementation and support the project with conviction. If not, the implementation is doomed to failure. Management should have a vision of what they want to achieve with the ERP implementation; what are the key long-term strategic objectives now? If the ERP system can facilitate this, it is the right choice for the company. It is then the job of management to create internal awareness and support for the project. People must become aware of the benefits the new software will bring. Change management is sometimes necessary; a new ERP system brings with it a new way of working, which means change for employees. Management must help people cope with this change and guide them in it. The organization will also have to be put in order for the project; who will do what, can we free them up for this project and who will take over the tasks? An ERP project means great responsibility for the management.
Project Managers
A project manager is appointed on both the customer's side and the software partner's side. They work closely together to make the project a success. This starts with defining a clear scope: what are you going to do in the project and, above all, what are you not going to do? Together, you also draw up a project schedule of the work to be carried out in each sub-phase. The team of consultants and key users is put together and we make sure that everyone in the team carries out his or her tasks thoroughly and on time. Through regular meetings, the project progress and budget are monitored. If necessary, action is naturally taken, because it is the joint responsibility of the project managers that the project is carried out on time, within budget and according to the scope.
Consultants
The consultants are the specialists on the side of the software partner. They analyze and improve business processes, arrange setup, handle data conversion and provide training and support to key users. A wide range of tasks that requires knowledge of your industry, the business processes as they (should) be within your organization and of course knowledge of the software. In addition, they must be a sparring partner for the management and key users of the customer to think about how the software can be deployed optimally. And they should be able to transfer their knowledge to the key users.
Key users
The name says it all; key users play a key role in the project. They are employees from various departments who play a prominent role in the implementation. They help think about the most optimal use of the ERP software and about changes and improvements in the processes. Key users must be able to define the business processes (also of other departments) (application-independent) and put them on paper. They are decisive, energetic, flexible, willing to change and have a positive attitude. They are not necessarily the most experienced employees or those who have worked in the organization for years or executives. Much more it is about people with the right attitude and knowledge who understand what an ERP implementation is all about.
These key players together make the project a success. But the people who really matter are not mentioned here: the end users. They have to work with the software every day. They must see the benefits and not only accept the system, but preferably also embrace it. Only then can the ERP implementation be a long-term success.
Alex Bouwmeester is Project Manager EMEA at Dysel and accompanies the customer from start to finish in the implementation.
