{"id":9971,"date":"2021-09-22T13:32:24","date_gmt":"2021-09-22T11:32:24","guid":{"rendered":"https:\/\/sg.syspro.com\/blog\/?p=9971"},"modified":"2021-10-11T08:56:12","modified_gmt":"2021-10-11T06:56:12","slug":"executive-guide-to-erp-part-5-the-steps-in-erp-implementation","status":"publish","type":"post","link":"https:\/\/sg.syspro.com\/blog\/erp-implementation\/executive-guide-to-erp-part-5-the-steps-in-erp-implementation\/","title":{"rendered":"Executive guide to ERP Part 5: The steps in ERP implementation"},"content":{"rendered":"

When an organization implements an ERP system<\/a>, the role of the executive decision-maker is critical in the way the project runs. If you have been involved with several ERP<\/a> projects, you can tell a well-run project. There is a sense of excitement and optimism, people have a positive outlook about the new system, there is active participation in discussions, and as decisions are made by the decision-makers, people quickly move on to the next topic on the list.<\/p>\n

Then there are poorly managed projects. The implementation hugely over runs target dates, costs exceed budget by staggering percentages, there is no end in sight and people may not even know what the end looks like. Ownership moves around, people don\u2019t know what\u2019s going on and have no say in anything.<\/p>\n

The executive decision-maker makes the difference between these two implementation scenarios. That person has a well-thought-out strategy of what the ERP project will deliver and then controls the implementation phase to ensure the strategy is followed.<\/p>\n

Why is implementing different to selecting?<\/strong><\/h2>\n

In the previous two blogs in this series, I covered how the executive decision-maker should handle the selection phase of an ERP system. The reason for a separate section on the implementation is that sometimes different executive decision-makers are involved.<\/p>\n

In the implementation phase, the decision-makers focus should be on four factors:<\/strong><\/p>\n

    \n
  1. The overall objective<\/li>\n
  2. Controlling the timeline<\/li>\n
  3. Allocating resources<\/li>\n
  4. Managing the risks<\/li>\n<\/ol>\n

     <\/p>\n

    Change management<\/strong><\/h4>\n

    As I mentioned in part 2 of this series<\/a> , an ERP system brings about discontinuous change, therefore change management is also the responsibility of the executive decision-maker.<\/p>\n

    When a new ERP system is introduced the individuals impacted typically focus on several outcomes including fear of the new technology, being unable to perform the duties required, or being forced to transition to new work they don\u2019t know how to do. Subsequently, their behavior can be seen as resistance to change.<\/p>\n

    Executives need to have a change management approach that is as rigorous as their ERP selection and implementation project. It should focus on managing the people side of change, helping employees to be ready, willing, and able to make the shift and adopt the new way of working.<\/p>\n

    1. The objective<\/strong><\/p>\n

    The reason a business decides to go for an ERP system is that it should be a complete change from any previous systems. The way this is achieved is in the implementation phase.<\/p>\n

    It is up to the executive decision-maker to ensure that everyone has absolute clarity upfront about what the objective of the ERP project is. Then as the project progresses, that objective is kept in focus. The danger is when people start losing sight of the business objective that was the reason for the project and shift to self-centered project goals.<\/p>\n

    2. The timeline<\/strong><\/p>\n

    In determining the timeline of the implementation, the magnitude of the changes that will happen needs to be considered. The decision-maker’s job is to highlight the critical aspects of the implementation and prevent lesser issues from hijacking the progress towards the objective.<\/p>\n

    3. The resources<\/strong><\/p>\n

    The executive decision-maker must ensure that adequate resources are made available for the implementation project to achieve the objective and match the change that you are trying to accomplish. Often executives raise the problem of not having enough time to dedicate to the ERP implementation<\/a>. Therefore, responsibilities must be delegated.<\/p>\n

    There are three groups to whom accountability is delegated during the implementation.<\/strong><\/p>\n