The implementation of an integrated management software package (commonly called ERP), for Enterprise Resource Planning) is not trivial for a company. Technological change and the adaptation of ways of doing things represent a challenge for users. The implementation of the ERP system therefore requires preparation and segmentation. Moreover, would you know how to choose an integrated software package (ERP)? I wrote a article on the subject.

How to successfully implement an ERP system and get the most out of such a project?

The secret is to divide the project into stages. Of course, there are other aspects that need to be considered. However, the gradual implementation of an ERP system increases its acceptance by users. The company therefore succeeds in better adapting the solution to its needs. Directly, the chances of success of the ERP are maximized!

The traditional method is to define a budget for a mandate with a fixed scope and delivered at a deadline. The Go Live, that is, the complete start of the system for the organization, thus marks the end of the project.

However, delivering a system that exceeds users' comprehension and learning curve in bulk opens the door to adverse effects. Users may be resistant to changes that are too pronounced. They can then misuse the software, bypass it, or even refuse to use it.

How do you divide the implementation stages?

In order to prevent these possible reactions, a less rigid way of proceeding should be used. Users must be given time to adapt and understand the new software. The ideal is to plan a division of the scope. At the implementation date, we start using the system, but without deploying it in its entirety. To the simpler functions, the more complex ones are gradually added. The Go Live does not mark the end of the project, but serves as an intermediate stage.

Let's take business intelligence applications as an example. They should always be addressed after Go Live. It is too sudden a change to ask a user to look forward to the future in order to assess their management reporting needs. Above all, it is necessary that its new basic tool be mastered.

This different approach to scope implies more flexible management based on cost/benefit analysis. Attention to project costs and delivery times should never conflict with process optimization. It is essential to focus efforts on the added value that the system provides to the organization rather than solely managing budgets and schedules. The perspective of continuous improvement should always be kept in mind. This change in culture is paying off in the long run.

Fragmented scope is an essential factor in the successful implementation of an ERP system. It maximizes performance by adapting software functions to the specific needs of the business. It therefore allows users to acclimatize gently. It is a combination of strategic levers that guarantees very high competitiveness!