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Best Practice: Institute strong project governance prior to the start of any ERP implementation
Best Practice: Ensure that scope and related decision processes are tightly managed as part of the overall project governance.
Best Practice: Institute change controls at the start of the ERP project. Best Practice: Use a project plan to manage time (as well as tasks). Best Practice: Define project “stage gate” reviews at key pre-defined milestones throughout the project in order to mitigate risk. Best Practice: Establish directives between the vendor and project team at the start of the implementation.
Best Practice: Ensure your communication materials encourage dialogue between end-users and management. Best Practice: Build a risk mitigation strategy that outlines resolution alternatives for tasks along the project timeline.
Best Practice: Solicit the opinions of strategic members within the end-user community (traditionally managers) that can represent the opinions of a broader functional area during the blueprinting phase. (Blueprinting is the phase of process mapping and decision making for determining when the system will be used.)
Best Practice: Insist that standardized processes are defined across an entire company early in a design phase and then conduct a phased roll-out of that standard software functionality to geographic offices.
Best Practice: Cooperation between divisions is best enabled with a robust organizational change management (OCM) plan, which should be incorporated into the overall implementation plan.
Best Practice: Fully test interfaces with other systems as part of a comprehensive business, functional and integration-testing plan.
Best Practice: Ensure a robust organizational change, training and skills migration plan for your internal IT group.
On Client Side:
1. Top Management Commitment.
2. Clear and Achievable strategic goals.
3. Align Business Processes to ERP Standard Processes / Best Practices as much as possible.
4. Qualified and Committed Key Users who have well understanding of the Organization Business and Processes
On Provider Side:
1. High Qualified Project Management.
2. Use Proven Implementation Methodologies.
3. Excellent Communication Skills.
4. Consultants should be from various areas of business to provide subject matter expertise.
5. The core project team should be in the same location to aid in communication.
6. Qualified and Committed Key Users who have well understanding of the Organization Business and Processes
- Industry Best Practices and Business Processes
- Centralized Database
- Good Customization
Process Automation- Simplify Process methods-High quality of outputs-easy to transfer process knowledge-increasing chance of process improvement-uniform in business deliverables-systematic approach
Three most crucial factors contributing to the success of any ERP system are mostly
Higher Management's support & involvement,
Business Process & Project Management
Roll-out with accurate configuration.
Finance and Accounting department is the backbone for an organisation. ERP on other hand is a tool that allows you to not only control your business operations but also allows you to define / forecast your business movements based on facts and data.
Before the commencement or consideration of any ERP, the first and foremost question should always be whether the top management or Board of Directors understand why there should be a change in the system (ERP). Are they 100% in for it? If not, however hard the team beneath tries, the story is never going to be successful. All other matters, as to Project Management, Data from legacy systems, change management, organizational change, costs, project timelines, etc., comes after this question has got a clear answer. If this answered then rest will fall in place, else never. That's why ERP, which is a business project, usually fails.
For ERP Implementation, first we should have the desired goal, defined output, Based on the desired output minimum required inputs can be drawn easily.
Dedicated team members for the business operations to be incorporated in ERP
Defined time frame and devotion for implementation of the system.
Management acceptance of systems and changes to be incorporated in in he working procedures as per the new ERP system.
1- the top managment full support.
2- the well educated employees staff
3- the mid. managment good follow up.
- data accuracy
- centralised database
- define customer data and history
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