ERP Introduction Procedure Model
Once the decision has been made to purchase a new ERP system, a company faces a number of demanding challenges, which is why it is important to systematically answer the following questions:
Which ERP software solution is best suited for the company? Weighing up these questions are, for example, the technical requirements arising from the business operations, the costs of acquisition and commissioning. The market penetration of the system solution must be included in the considerations for investment protection.
Which IT system house should carry out the implementation? The associated questions relate to references with similar customers or customer environments in the SME sector, to project and implementation methods and, last but not least, to costs. It is often difficult to compare the offers.
How should the implementation contract with the system house of choice be structured technically?
There are dangers lurking here, as many providers make favourably priced offers that transfer a number of service obligations to the customer. If these are too extensive, the risk increases that in the course of the implementation there will be additional orders which will make the project considerably more expensive. F&P do not provide any advice with regard to the legal form of implementation contracts. We are happy to put you in touch with law firms that specialise in this area.
How should the implementation project be planned? Now the foundations are laid that are necessary for a successful project. These include the most important milestones, the clear regulation of responsibilities, the provision of sufficient resources for the entire duration of the project on the part of the company. The change process, which prepares the organisation for the upcoming changes, must also be designed.
How should project controlling be designed? A precise definition of the deliverables or work packages must be made as well as the determination of key figures and metrics. It should be possible to reliably reflect the respective work status of the implementation project.
How can project crises be managed? In this context, it is about the necessary competence and anchoring of project management in the company and about risk management instruments to be defined, which can be relied on in project crises.