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5 insider tips for ERP projects

5 insider tips for ERP projects

The benefits of a modern, integrated enterprise solution are undisputed. Business processes and organizational structures benefit equally from the advantages of a uniform, centralized ERP system. To make sure that everything runs smoothly, you not only need good preparation, but also a lot of experience in dealing with complex projects. Selection and implementation of the right erp software for manufacturing are demanding. In this post you will find some useful insider tips for introducing an ERP system.

# 1 Develop your business
ERP systems are more or less the digital image of a company. Company structures and workflows are not only reflected in the software, but are also comprehensively supported by it. The underlying concept of a software - quasi the soul or philosophy of a system - plays a not to be underestimated role. This is usually based on many years of experience from numerous customer projects and thus at the same time provides "best practice" knowledge at home. The introduction of a Manufacturing ERP system is always an ideal time to think about optimizing internal processes and company structures. Anyone who sees in an enterprise solution only an "electric typewriter" and takes over old ways of working without questioning, gives away valuable potential for the further development of the company.

# 2 Ensure internal support
For most users, bringing an ERP introduction often changes in their usual way of working. Especially during the introductory phase and in the first weeks after the productive start, a certain additional effort is associated with it. No wonder, such projects do not always meet with the approval of the users. In many cases, day-to-day business is a priority for them. However, the success of an ERP project depends on internal support. Both the specialist departments and the management must clearly admit to this project. For this it is important to be informed transparently about the meaning and benefits right from the beginning. At the same time, future users must and should be involved in the selection and design of the new solution. Nevertheless, the project managers must ensure clear relationships in terms of roles, goals and responsibilities.

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# 3 How to shorten the learning curve
The introduction of an ERP system is rather one of the exceptional situations in a company. Accordingly, little experience is available. Building up specific expertise for evaluation and implementation is rarely worthwhile. The result would be a long learning curve. On the other hand, anyone who plunges into the ERP adventure without preparation risks risking numerous stumbling blocks painful belly landing. Even the wrong selection of a suitable solution and a system partner can have fatal consequences. Those who do not have the corresponding know-how in the house should consider working with an external, experienced IT or business consultant. This not only helps in the process analysis / documentation, but also in the preparation of a specification, in the tender (including evaluation of offers) to project support. This has its price, but shortens the learning curve and brings you on the safe road to success.

# 4 Professional project management
Anyone who thinks ERP software can be switched on and put into operation quickly over the weekend will be taught a lesson after a short while. Which user should be able to access which applications with which rights? How should product and product groups be structured? Where can you adjust the vouchers? Who defines the key figures for management? The devil is in the details, because the list of open questions in connection with the introduction is almost endless. Only a professional project management makes it possible to clarify all points and prevents getting entangled in the details. In addition to comprehensive process and organization expertise, it requires the ability to think ahead and find new opportunities. But as a basis for a successful project, it also needs realistic goals , schedules and budgets as well as resources that are available for the project regardless of the day-to-day business. Those who take responsibility for a complex ERP project must be a professional by and through. It also means keeping a cool head in critical situations. 

# 5 After the project is in front of the project
Again and again there are companies that successfully bring an ERP project to its destination, but then rest on its laurels and no longer worry about the system. The saying "never change a running system" has come of age and comes from the time when any system customization compromised the stability of the software. Modern ERP systems - especially cloud applications - are designed for flexibility and can be adapted to new conditions at any time. Important inputs for system optimization are also provided by internal users. Regular workshops and user meetings should also take place after the go-live. Remember: an ERP lives and is today an important success factor in the company.

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Author Biography.

Matthew Simon
Matthew Simon

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