How To: ERP Implementation Project Success

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It’s easy to define ERP software implementation success: on time, on budget, business goals achieved. But it’s easier said than done. There are many factors involved, and success involves a lot of hard work and a repeatable, efficient implementation methodology.

At BroadPoint, we’ve developed a successful implementation methodology based on Microsoft Sure Step model. Success depends on collaboration between the client’s project management team and the technology partner’s project management team. The following five factors will set the stage for the technical part of the installation:

5 Factors That Will Make the Technical Installation Stage of Your ERP Implementation Project a Success

1. Set and Manage Realistic Expectations

It takes experience to properly evaluate requirements and, as projects can vary, there’s no substitute for putting in the time needed to properly assess what you’re working with as well as where you are going. There may be unforeseen glitches along the way, but the project teams should be realistic in setting the project scope, budget, and timeline.

2. Establish Common Goals Among the Team

The project team should be realistic about what the new system will do for them. Yes, they can have all the bells and whistles, but they should know what that will cost them in time and money. It should be decided well before the installation begins, just what functionality will be included. The technology partner can, of course, suggest and direct, but it is the client’s business to decide the scope of the project. Normally, understanding is reached with the project team by agreeing to the project business requirements and goals. Their approval of the requirements and goals mentioned in step 1 indicates that they understand the terms and will allow the partner’s project team to move forward in defining a budget and timeline for the project.

3. Define a Realistic Budget and Schedule

Once you have an agreement about expectations, be realistic about setting a timeline and budget. Again, glitches might arise, but their possibility should be figured in. Going overtime and over budget isn’t good for anyone. Communication with the client’s project team, which must include buy-in from executive representation, is vital. Status reports, status meetings, and email communication will inform the project team of progress, issues, and suggestions for staying on scope.

4. Maintain Management Commitment

It’s been mentioned, but bears repeating: executives must be involved right from the beginning and certainly in final decision making. It’s been found that the primary reason for project failure, across the industry, is due to issues surrounding executive commitment and sponsorship.

5. Participate in Executive Level Discourse

The partner can help ensure project success by giving management regular progress reports and assurances that the agreed upon schedule and budget are being adhered to. Good project managers will make certain the strategic value of their project is part of this executive level discourse. As long as management participates in the decision-making process and they are kept up to date on the progress of the project, they will usually support it.

With the path clearly defined, executives and team members understand where the project is headed and the hurdles they may encounter. Spending the time upfront to document and communicate the expected challenges and outcomes of the project will ensure good relations between the client and the partner and will go a long way toward ensuring success of the implementation.

In another post, we look at the importance of project management expertise when it comes to selecting an ERP software implementation partner. We tell you why project management expertise is a crucial factor that should not be overlooked.

Need assistance executing a software implementation project? Our team of project management certified experts has successfully implemented hundreds of technology implementations with clients across the US. Contact BroadPoint and let us help with your next implementation project.

By BroadPoint,

1 thought on “How To: ERP Implementation Project Success”

  1. In some cases, during from initial discussion to closure some points not discussed and the person handling the activities will not be involved and later during implementation stage they come up with points which is not their in product and its not vendors fault. Even the management also involved during the process.

    Sometime, eventhough the feature is asked by client which could be developed in parallel and which doesnt stop the business activity to begin the transaction, client will hold up entire implementation process .

    How to manage these kind of hurdles.

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