Implementing enterprise software has many challenges and pitfalls. With proper preparation and by adhering to a few basic rules, you significantly increase the chances of a successful implementation.
1. A clear scope, timeline and budget
Who does what, when does it happen and at what cost? It is crucial to agree this with each other crystal clear in advance. Everyone knows the stories of out-of-control implementations that seem to take forever, where budgets are far exceeded and responsibilities are shirked. So draw up a detailed project plan in which you record who performs which tasks and when. You can then hold each other accountable for responsibilities and take timely action when the schedule is compromised. Choose a project scope that is realistic and achievable and save less necessary items for after going live.
2. Support within the organization
You can't push through the implementation of enterprise software internally. If users don't like the new system, you might as well not start it. So it is important to create an atmosphere of enthusiasm, positivity and teamwork. You do this by showing users the benefits of the system. And more specifically; the benefits for them personally. For example, less administrative work, being able to collaborate better or finding data faster.
3. Don't underestimate data migration
When transitioning to a new business system, you often take data from the old system with you. Unfortunately, this is not a matter of copy-paste. You have to think carefully about what data you are taking with you, make sure that this data is clean and complete, and run multiple tests before the final data conversion. Data migration is a much underestimated part of the implementation project. Not spending enough time on this can cause huge delays in implementation.
"New software brings change and that is not equally easy for everyone. "
4. A strong, multidisciplinary project team
For an implementation, you need several specialists. Think of a technical consultant, functional consultant, business consultant and project leader at the implementation partner. And a project leader plus key users on your organization's side. The key users play a crucial role. They represent their department in streamlining and shaping the business processes, they test the software and transfer the knowledge gained to the rest of the organization.
5. Much attention to change management
New software brings change, and that is not equally easy for everyone. For example, if you are used to doing something with pen and paper for years and suddenly it has to be digital, it can be a difficult step. Change management is very important here. The management of the organization must prepare everyone for the upcoming transition to the new system and remove any frustrations and uncertainties. Good internal communication helps with this. From the selection process until after the go-live, be transparent about what you are working on, what the organization is facing and what progress is being made.
6. See the go-live not as the end, but as the beginning
Finally, we are live! Good luck with it! Unfortunately, that is still too often what happens when a new business system goes live. While the go-live should actually be seen as the beginning! The beginning of improvement. As soon as you work with the new system, you have to implement new ideas and optimizations. Because during the implementation you focused only on what is important, or maybe even only on what is necessary. So don't lose momentum and quickly initiate your next project.
