Wednesday, 10th March 2010.

Groundwork before ERP implementation

Written on Sunday, 15th February 2009 by Neeta

Enterprise Resource Planning (ERP) software implementation requires lots of spadework before actual implementation. ERP consultants have us believe that about 50% work in ERP implementation is not related with software and computers.

Rather, the issues related to preparing an organization for actual implementation are very important. Most important issue which an organization grapples with is Management of Change (MOC). Organization has been working in its own way for so many years. To expect them to change radically one fine day just because an IT ERP vendor wants it that way, can not go down well with workforce of an organization. Workforce will have to be partners in change. Working teams are required to be taken in to confidence. Teams, who will drive down the change, need to have experts from cross functional domains. Team should comprise of best people in the organization and not the laggards who can be spared from their job responsibilities.

The other equally important issue is the standardization of processes and data harmonization. Apparently it appears that this issue has no linkage with ERP software implementation. But this is the most important issue and involves management consulting. ERP implementation team should only be acting as facilitators and standardization and harmonization work should be best left to the working teams of that organization. ERP consultants or service providers should never assume the role of actually doing it on behalf of an organization.

Organization has to themselves come forward and take the lead in both change management and data harmonization. Business Blueprint (BBP) stage, the first stage in implementation of an ERP, has to be very meticulously planned. And enough time is needed to be given to the organization so that they themselves can forward with the proposals and solutions.

Successful ERP implementation needs lots of patience and perseverance.

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