Implementing a new ERP package is not easy. A good product that suits the business, a supplier that knows the business, a good project approach; you need it all. But once the choice is made, the implementation follows shortly after. And that is possibly even more complicated! Because then you really have to get going as a company. And what else do you have to comply with? And what do you need to pay attention to? Here are a few tips.
Involve management
Implementing an ERP package is not a IT project, but a business project. Management must therefore be closely involved and, above all, show commitment. If this is not the case, a project will quickly be derailed and it will be much easier for the employees involved to resist all the changes that are coming, changes that are inherent in a new ERP package.
Rome wasn't built in a day either
Because an implementation of an ERP package involves a new way of working, it is wise not to want to do everything at once. Not only is the ERP package new, but the way of working and possibly the way of doing business with customers and suppliers will also change. So, depending on the size of the changes, start with the most necessary parts. If some time after going live peace has returned, make a start with new components to be implemented. Feel free to do this in several phases as well. Choose quality over speed.
Keeping eyes on the road
Always keep in mind why a new ERP package was chosen. And do not lose sight of that goal. Too often, a new package offers so many new possibilities that one is quickly tempted to want to include these new possibilities directly in the implementation. However, this costs extra effort and therefore time, with which the original goal may not get full attention. Do not do this. Move extra features of the new package that fall outside the original scope to the next phase.
Quality costs time and money
Make sure that the staff involved, the core users and project leaders, have sufficient time available to do their jobs as core users and project leaders. Do not underestimate that time required. A core user will quickly spend several days a week making an implementation a success. And during the implementation, this will never get less, at most more. This naturally means that some of this core user's normal work will have to be performed by colleagues.
Communicate!
It is important to keep everyone in the company informed of what is about to happen. This in turn creates commitment from other employees to go the extra mile. At the start of an implementation, arrange a kick-off meeting with as many employees as possible, not only those directly involved. Explain what is going to happen and what this means for everyone. Provide periodic updates from the project even after the kick-off. This can easily be done via an e-mail or a newsletter on the intranet.
No matter how good the ERP package is, if the above are not met, its implementation may fail.
Peter Gerhardt is Senior Lead Consultant Logistics at Dysel and helps customers achieve maximum results with its business software.
