In at present enterprise atmosphere, it’s critically necessary to answer these questions and clearly perceive the enterprise and objectives of your ERP implementation project.

1. Do your project crew members, executives, and everybody within the firm understand the enterprise case?

When we discuss enterprise case, we refer to the driving forces that are trying to be achieved when doing an ERP implementation. It’s necessary that everyone inside the organization and the project team understands these enterprise circumstances. And by enterprise case, we discuss about the rationale and a few of the advantages anticipated to be achieved. Many times, project managers and project executives will put collectively a project charter at the beginning of a challenge detailing all the advantages and cost savings that will be achieved with the project. But then because the project progresses via the different phases, many times, those objectives, opportunities, or cost savings aren’t realized. It’s important that as the project progresses though the different phases, a keen eye is saved on what those enterprise circumstances are and ensure the project stays on track to achieve those when completed.

instance of that is value financial savings due to workforce discount in your vegetation. Many instances, there’s automation that’s completed in a plant so as to cut back head counts and to cut back labor costs. But within the reverse, many instances, that workforce discount causes a workforce improve in different areas. It’s good to guarantee, and as you undergo every section of the challenge, that you just actually are going to be realizing a few of these enterprise case advantages that you just detailed out within the charter.

Part of the initial setup for the enterprise case is to understand where these benefits are going to be across the entire organization. An organization’s decision to implement a new ERP may come from several different functional areas. Finance or operations could be responsible for it. But really, the benefits have a wide-ranging scope according to totally different functional groups. The concept is to look at it as a complete and not to focus advantages on anyone functional group at the expense of others. There’s a pure give-and-take. There’s going to be some work that’s elevated in some areas. But as a complete, the thought is to be certain that your group understands at completely different ranges why that is happening, why there’s going to be a brand new technology implemented, after which to track those all through the life of the implementation.

2. Have you taken the steps to ensure a easy transformation of your processes and organization?

It is essential to set up a budget and scope in advance, especially with a multi-location environment, to decide which areas are going to be implemented in what phases. Ensuring a sensible scope in terms of all of the technology that’s going to be changing, and being mindful, of things like headcount reductions. It is suggested though, not to publish that sort of calculation, it a surefire way of decreasing engagement in the project. In some circumstances, there are reductions in one area and will increase in another. In terms of operations, it is important to consider hard quantifiable advantages versus softer benefits. Including all opportunities and communicating them widely throughout the process.

It it never too early to begin thinking about master data. Master data consists of your objects, distributors, prospects, and different miscellaneous issues. Typically, in an implementation, master data is a constraint or problem that requires more time than what’s estimated. Developing the master data governance even earlier than implementation starts is a great technique. It’s as simple as knowing who controls what. Putting some form of approval structure in place so your organization gets into the habit of controlling the data that’s flowing into your programs so that when you get into user-based permissions within the ERP system, you’ll already have these habits formed.

But it is rare that I encounter an implementation where master data isn’t a constraint or a problem that requires more time than what people typically estimate. So it’s never too early to begin thinking about that. In truth, developing the master data governance even earlier than implementation begins can be a good technique. And that might be simply as simple as who has the keys, or who has the management to enter a brand new item or a new vendor, and putting some type of approval structure in place in order that your group will get into the behavior of controlling the information that’s flowing into your programs so that while you get into user-based permissions within the ERP, you’ll have already got these habits shaped.

When you’re taking the steps to guarantee a clean transition, it’s important to be sure that any sort of data cleaning is done prior to the project. You should understand what your data retention policies are for each legal and firm necessities, because as you’re transitioning data from a legacy system to your new ERP system, you don’t want to convey over all the data. This is very true with a few of the older data that has data integrity issues.

If there’s any plans of departmental restructuring, it’s best to do that prior to your ERP implementation project just to get rid of any type of disruptions or confusion that might happen. Additionally, if you’ve got different large projects which are going to be occurring, it’s best to decrease these. When reaching point in time that you’re implementing your ERP system, it’s necessary to get rid of other projects that would cause confusion or cause conflicts together with your ERP project to make sure that things go as smoothly as possible.

3. Do you’ve the best people to information and execute the project? Do they have the time to succeed?

Project teams often believe that ERP implementation projects will cause only minor disruptions to their regular work. It is underestimated, the amount of work that not only consultants undertake (if you bring in consultants to assist with the implementation) however, also the involvement of the internal project team. From a enterprise person standpoint, ensuring there’s correct bandwidth to complete the project is important. If you propose on hiring third-party consultants or will want any specialised resources, earlier than you embark on the ERP project, just remember to are going to be able to secure these resources when you need them.

Your project team should represent cross-function of your group. The management structure of an organizational chart can match the existing organizational structure. It is best to select some members which are potentially more junior, tech-savvy, up-and-coming, people that are not afraid to problem the existing procedures, are going to consider the best way to achieve the project targets, and aren’t too tied to the established order. Essentially, ensuring that you’ve got combination of crew members that are going to add to the project and doesn’t at all times align with who reports to who in which department.

ERP implementations virtually never exist in a vacuum. There are different things happening with firms, different projects, so it’s important to perceive the allocation of the resources that are going to be in that project. Engineering the sources’ time requirement throughout the lifetime of the project and ensuring you’ve the correct resources, and those resources have the time, so that you perceive, in advance, when you want to backfill resources to accommodate the project.

4. Is your timeline realistic? What is the best project pace?

This is an area of a bit of crystal ball and expertise that really goes into understanding the longer ERP implementation. It might be tempting to get everything 100% before go-live, and that’s usually the objective. The actuality is that issues do change, and you need to construct in buffers. A standard instance of issues that come up are restructuring of your chart of accounts. Oftentimes, particularly if you’re popping out of an accounting environment that isn’t dimensional in nature and you are going into a new ERP, there’s much more flexibility particularly with your chart of accounts you could manage, and slice and dice based on dimensions. In most cases, this realization occurs during implementation, but we encourage you to start thinking about dimensional accounting in advance, and how it could streamline the company.

There’s usually times a brief window of go stay that’s desired. It is at all times cautioned to not fixate on this too much and really take a look at the project, with all its elements, and make a realistic timeframe that is going to accommodate for any inevitable setbacks. It is essential to embrace some buffer time to consider any delays. Taking these delays into account in your overall timeframe allows you to decide the influence on the enterprise.

Author's Bio: 

• A business solution centric Odoo Consultant and IT professional with about 14+ years of experience spanning Odoo delivery, Sales, pre-sales, Odoo product development, Odoo business consulting, outsourcing & ADM services in leadership positions.

• Has headed Practices for Enterprise Solutions ( Odoo, ERPNEXT, Tryton, GNU Health, SAP and infor)

• Experience across domains like Sales and Marketing, Logistics, Manufacturing, Retail, Chemical, Automotive, Engineering and construction mapped to many ERP frameworks

• Extensive experience in large program delivery & business process transformation consulting (Odoo Consultant) for multiple programs

• Demonstrated experience in designing new product & service offerings and executing global Go-To-Market strategies for new offerings for new market penetration

• Proven leadership skills with balanced focus on people, processes & technology

• Pioneered the use of ERP systems in various Processing Industry

• Worked as Process Heads of Marketing, Sales, Purchase, HR, ERP Project deliveries and also worked as Business Heads for many companies like IBM, JKT, Denave India, FCS and presently at Apagen Solutions (P) Ltd. and Accord Brothers Media (P) Ltd. As business head.