Your organisation finally decided to embark on the ERP journey. This fantastic news signifies that your business is expanding and charting new waters. The new development could bring tons of new opportunities, what’s more, everyone is excited about the new future.

Read more: [Video] CIO of Ferrari talks about their ERP implementation

Ensure the success of your ERP implementation with these 9 basic steps

ERP implementation is confusing, requires lots of time, effort and hard work. Some stumble and fall along the way, some fail before the project even started.

Successful implemntation of ERP systems is not entirely impossible. TRG has compiled a list of criteria you need to have in an ERP project. Based on the list, you can directly apply or tweak around to fit your organisation current situation.

Step 1: Management approval

Having the cooperation from every department is important and all but the most crucial agreement you need to obtain is the “go” command from your C-level executives.

Persuading top-level managers to invest in an ERP project is not at all easy, especially when it calls for an extensive amount of investment. However, once you have the C-suite on your side, it will be easier to convince your subordinates.

Read more: ERP post-implementation: Scaling for future expansions

Set out a plan to include them in your circle of communication

If they raise their concerns, do not feel defensive. They want to know how the project is progressing, when will the investment start to pay off. Articulate your answer to all of their questions, provide them with the big picture, how the organisation will transform for the better from this ERP project. 

Set realistic goals

Break down your goals into smaller pieces which are more attainable, easier to see and evaluate. Once they have seen the project start churning out results, convincing them will not be as difficult as before.

Read more: Why there are gaps between business cases and ERP project outcomes

Get the approval out of the way then the next step of the project will be much easier for you to deal with.

Step 2: Establish an A-team

Your A-team sees the completebig picture, appreciates the much-needed change in the organisational system, has the credibility that others look up to, and also knows the organisation inside and out.

The team will be responsible for ensuring the project will be delivered on time, with good results and people, in general, are happy using the new ERP system.

Read more: The people issue in ERP implementation

What are the indicators of a talented ERP project team?

Your A-team must consist of people who have their eyes on the prize. Thus, these members, aside from possessing good project management skills, should also be result-oriented, organised, and have in-depth knowledge about the project. The reason being they will be the main contact point and knowledge sharing hub to others.

The second characteristic each individual of the project team should possess is team spirit/ team intelligence. This might come as such a common sense but tragically overlooked.

Being team smart goes beyond working in harmony with other teammates. It also means that they will not steer the project to a direction different from the intended one.

Furthermore, when working in a team, they have to let their ego go in addition to having the ability to take in different viewpoints, and integrate the best of these opinions to make the project closer to the organisation.

Step 3: Select vendor and consultant

A suitable vendor will ensure your transition is as painless as possible. There should be a list of criteria in which you evaluate between different vendors and products available, to select “the one” that empowers your organisation. Does their product provide you with a competitive edge that put you in front of the industry? Is their product suitable for your company’s culture and is the right fit for your business model?

Read more: [Infographic] A comparison of tier 1 ERP vendors

Another issue is that you might not always need a full-time consulting team but when you do, selecting the appropriate consultant should be based on well-established criteria.

All in all, the vendor and consultant should be able to give you the hard evidence of their previous success, and they make you feel positive and confident in your ERP journey.

The selection is best to include different viewpoints and opinions due to the fact that this is a strategically important decision. Therefore, try your best to include those who know the business inside and out and from different departments if possible.

Read more: Manufacturing ERP review: Infor CloudSuite solutions

This is the 1st part of our ERP Implementation series. Read the second part as well as the latest content about ERP Implementation by subscribing to TRG blog.

You can also request an ERP demo to see how this solution can help your business.