An experienced ERP implementation partner, a well thought out project plan, and thorough preparation can help you avoid unexpected costs and bring your project in on time and on budget.
We have identified three basic project management principles that you can use to control ERP implementation costs:
1. Create a project blueprint
Creating and following an implementation project blueprint will keep your entire team focused and on track.
The blueprint should outline project milestones and deadlines and assign roles to each member of the project team. Everyone will be aware of delivery dates, costs, and responsibilities before the project launches. Sticking to the plan will mean that last-minute additions and changes (which inevitably increase expenses) will be avoided. The entire project will progress more smoothly, and you’ll get the results you planned.
2. Get buy-in from stakeholders
A successful project requires buy-in from management, power users, and all interested parties. Those who will be working with the new software should be shown its benefit to the whole organization. Their involvement at the beginning of the project will help the implementation team accurately map out costs beforehand and adjust expenses along the way as needed. Executive stakeholders should be involved in the development of the project blueprint, so they are well aware of the timeline and resource allocation. If resources must be adapted during launch, the implementation team will inform executives as quickly as possible.
3. Be agile
An agile approach to software development and project management focuses on completing work in smaller sections, called iterations or sprints. These sprints include design, testing, and quality assurance. Each phase may take two to four weeks to complete.
At BroadPoint, we recently implemented a
During the early months of the ERP implementation project, it became evident that the client had not fully considered the project blueprint’s stated requirements and was frequently asking our team to add a new scope. Our project team pivoted mid-launch and adopted an agile approach to the ERP implementation.
We agreed on a series of sprints, and the client approved the project scope before the beginning of each phase. After each sprint, the project team wrapped up another segment of the ERP implementation, tested the outcomes, and fixed any flaws before moving on to the next phase. Each successful step contributed to the overall satisfaction with the completed project.
This agile methodology allowed our project team to deliver a solution that suited the client’s style. While this approach ultimately cost the company slightly more than the original plan, it was a success because it helped reduce excess costs and inspired continual improvement throughout the life of the project. The client now has an ERP solution precisely meeting their business requirements.
If your business is considering implementing a new or updated ERP solution,