What are the best practices for ERP system documentation and knowledge transfer?

Documentation of an ERP system is the backbone for the business transition and to understand the concept of business cases etc. If someone leaves the organisation then in the absence of that user/consultant the documents for that roles will be helpful to others to avoid any stuck in business transition. Before implement any process, a FDD (Functional Design Document) should be prepared and approved by business so that business will know what they are going to implement and what is design of the process in the system. For day to day transition, there should be SOP, KEDB etc. to be stored in document repository so that after leaving any user, the new user will understand the concept and and run business transition smoothly.

Divide the Knowledge transfer into different streams 1. Functional Process : Covering business processes mapped in ERP, related configuration, required master data, reports, etc., 2. Technical Landscape : Covering integrations such as inward, outward touch points, way of integration, Customization of features & functionalities, etc., 3. Admin / Infra Related : Covering Server information, release management, code promotion path, branching, version management, etc., 4. Project Management : Covering reporting health of the project using dashboard, KPI and other indicators, communication process, escalation process, etc.,

To establish effective ERP system documentation and knowledge transfer, create comprehensive, standardized documentation that covers all aspects, implement version control, assign ownership and encourage collaboration, use clear and consistent terminology, include visual aids and maintain a searchable database, write in user-friendly language, tailor documentation to specific user roles, provide training modules, offer onboarding resources for new employees, conduct regular updates and reviews, verify accuracy, conduct training sessions, create feedback loops, develop transition plans, ensure data security, focus on continuous improvement, and maintain a legacy documentation archive to maximize the system's value and user proficiency.

Before creating any instruction manual, it’s essential to understand how adults learn. Adult learning is quite different from the way children learn. Working professionals prefer Just in time learning and instant solution to their problems. Not many people cherish copious manuals. Try to create byte sized how to videos, explanation notes and step by step instructions. Stitch them together with an AI powered chatbot. Recreate manuals in Q & A format and train chatgpt. It’s an 80-20 world. Pick those 20% functionalities and motivate the user to learn them. Consider gamification to encourage users to take the first step and form the habit. Consider implementing digital adoption platforms to bring familiarity and trigger interest.

Success or otherwise of an ERP implementation starts with scope definition and documentation. The very important consideration while defining scope is that if the process covered is just a tool change (robust process already exists and objective is merely efficiency) or it is dual (both process and tool change with an objective of both efficiency and effectiveness). The documentation on the second has to be more stringent as the base line itself would change during implementation resulting in scope creep and frustration. Other basic element to be taken care (often missed) is the sign off on the scope documents with stakeholders and version controls. The document needs to be explained so that everyone involved is clear on what to expect

Flow charts and process maps can be very useful when explaining processes to users. They are the best way of describing how the different processes connect together and flow from end to end. It's very useful for users to review these process maps, giving them the opportunity to spot problems before the ERP configuration is finalised. These process maps are also useful when considering future changes to processes. They are also very useful when delivering user training during the project and also after go-live for new staff. Another often overlooked benefit of process maps is to identify and document where the important internal controls are in place in each process which can then be used by both internal and external auditors.

It makes lot of sense to have spoc from each of the user groups involved at this stage apart from the implementation core team and consultants. While the core team and consultants have experience of the tools and processes, the user spoc would bring the nuances involved to be addressed at this stage so that the design and configuration are robust. Of course, any customization should pass through multiple approval gates so that it is kept optimum and essential. Documentation of the whole thing will ensure smooth implementation, testing and deployment as per timeline

Many projects as per best practice clearly document the design and configuration in the form of workbooks which have a unique tab for each of the function or sub modules. This workbook captures the details at the field level which is of immense help to understand the system design and architecture in clear way.

Documenting ERP system design and configuration involves creating detailed system architecture diagrams, specifying module interactions, and mapping data flows. Clearly outline configuration settings and customization requirements. Utilize standardized templates to document design decisions and rationale. Keep configuration documentation synchronized with system changes. Collaborate closely with technical and functional teams to ensure comprehensive coverage. Conduct regular reviews to validate the accuracy and completeness of the documentation. Maintain version control to track design changes, facilitating effective ERP system design and configuration documentation.

Write the use and story of your system like you're not the one that's going to use it. Better yet, write it like you know your child is the one that is going to have to fix it. Then you will know that when you get reassigned you will have an enduring product.... unless you're a contractor. Then you're going to make it as short hand, and technically complicated as possible so no one can replace you.

For some of our projects, we created a user manual which showed the process flow screen by screen with specific menu items highlighted to explain how it helps run the process flow. This worked beautifully and the users loved it. Another approach which worked was where we screen recorded the process with a voice over and placed it on the network for users to refer whenever they wanted. A third approach was to create a local champion who knew everything :-)

Designing good testing plans that align the test phases to the respective project delivery phases using the 'V-model' will help to reduce testing scope gaps and create visibility with respect to test results against the various processes and ultimately the project requirements. This could provide a truer reflection of project progress as testing success is mapped against the requirements list. The test documents and test scripts can be also be used as a data quality check and form the foundation for the user guides.

If the ERP is multi-National consider the impact if translating documentation. While time consuming and expensive makes a huge impact for users where English may not be their first language. This crucial step has soft benefits (good will) and hard or tangible impact for current and future user community.

Establish a clear change management plan to facilitate a smooth transition, and provide thorough training to end users. During testing, rigorously conduct various testing phases, including unit, integration & user acceptance testing while keeping detailed records of issues, resolutions & configurations. Prioritize thorough system validation & ensure that all stakeholders are engaged in the testing process. ++ maintain a central repository for documentation and knowledge sharing and use version control to track changes and updates. Finally, develop a knowledge transfer plan to hand over insights, processes, documentation to the team responsible for maintaining the ERP system post-deployment, ensuring efficient operation of the system.

Documenting ERP system testing and deployment involves creating comprehensive test plans, detailing test cases for each module. Clearly define testing criteria, including performance benchmarks and user acceptance criteria. Document test results and issues encountered, with detailed resolutions. Maintain versioned documentation to track changes during the testing phase. Develop a deployment plan that outlines step-by-step procedures for system rollout. Include rollback procedures in case of issues. Ensure thorough documentation of post-deployment activities and feedback for continuous improvement in ERP system testing and deployment practices.

I've inherited an SAP implementation once that had "lost" 50% of their project key users because they were a) assigned a new role, b) left the company and not replaced and c) understanding it was not their job to be a key user anymore. As a result, escalations were constant and expertise seemed to be lost. It tooks us a few weeks to map out the whole problem and another couple of months to name new key users and train them - some from scratch. The good news is it is recoverable. And support from top management was key to navigate the situation there in a sustainable way.

It is also important to adhere to the modern UX standards as it empowers end users to use the user interfaces with minimal training requirements. If the common design guidelines are used for the user interfaces, it will be much easier to focus on the business processes during the end user trainings.

Develop a centralized knowledge repository that includes FAQs, troubleshooting guides, and best practices. Implement a user-friendly ticketing system for support requests, and maintain detailed records of issues and their resolutions. Ensure regular training sessions and ongoing updates to keep users informed about system changes and improvements. Foster a culture of knowledge sharing and encourage experienced users to mentor new ones, facilitating smooth knowledge transfer and ensuring the ERP system's successful utilization and support.

After Testing and before the rollout of the new ERP system... a Business Continuity Plan needs to be put in place whilst the project is underway and being rolled out... at this stage... this is part of Risk Management and also essential to the success of the project and for the business in the event of any unforeseen event...

Training and Support:- This is mainly needed for after completing any successful project :- There are many ways of training the Team.. example train the team by the way of Providing Knowledge Transfer .. Online training. Demo the complete Process On the Job Training Sand Box Proof of Concept In addition to the above, training can be done through on the Job Training and providing the Steps document or SOP process documents and User Manual Documents This document should be available along with the respective Process step and each time whenever any change in the standard or Custom process this should be revised.. this will not be happening in many places.. That Governance should be established..

During a recent ERP implementation, I learned the critical importance of transferring ERP system documentation and knowledge. We had meticulously documented every aspect of the system, from configurations to processes. However, the real challenge was ensuring that this knowledge was effectively shared. We organised hands-on training sessions for end-users, conducted in-depth workshops for administrators, and created a knowledge repository accessible to everyone involved. This approach fostered collaboration, minimised disruptions, and ensured that even as the system evolved, our team remained confident and capable. In hindsight, I can't emphasise enough how vital this knowledge transfer was for the long-term success of our ERP project.

Implement a structured knowledge transfer plan that involves training sessions, workshops, and shadowing for relevant staff members, emphasizing hands-on experience. Encourage a culture of continuous learning and provide ongoing support channels for questions and issues. Regularly update documentation to reflect changes, and consider employing a knowledge management system to ensure accessibility and version control. Retain experienced personnel to act as mentors during the transition, and conduct post-implementation assessments to identify and address gaps in knowledge transfer. Prioritize a collaborative approach to ensure that ERP knowledge is shared and retained across the organization, promoting system efficiency and adaptability.

I’m my experience documentation is always a key factor. However documentation if not organized can become its own beast to maintain. Have a plan, categorize the documentation: system architecture, configurations, workflows, and processes. Ensure change management has been tracked and version control is implemented both in the system itself and the documentation. Obviously there’s way more that can be covered but I’ve found these few items to be extremely helpful.

Knowledge transfer :- This is the phase where the Project team provide the Knowledge to the Daily Business User or the Team which is going to Support the future configuration like Core Team members Hence the Knowledge transfer can be happening via any form either online or through direct mode. After the Knowledge transfer it is essential the Business Team or Core team should check every process in a test system and get the hands on for the same. That will give them confidence and also essential support for their future reference..

The ERP system landscape knowledge transfer conditions can arise when the system management is being shifted to new team/ organisation or simply to new employes. There are various types of documentation such as Implementation, System changes (CR), Release updates, Bug fixes, Process changes etc. Firstly this documentation should be centrally available within organisation at a common network location with version tracking enabled. The new team needs to go through same and understand all non-standard configurations, reports, objects, processes etc as well as study the recent Support tickets. There should be a way to check knowledge attained by this new team and then it should enter a shadow support phase then to take over to lead the support.

Minha vis?o é de gestor e usuário final, por isso sugiro: 1 - Identificar e selecionar o usuário-chave de cada processo: aquele que tem completo domínio da execu??o da atividade. 2 - Permitir que este descreva o passo-a-passo da execu??o e registre. 3 - Escolhe a melhor mídia para o registro. Este pode ser de diversas maneiras, por escrito ou vídeo. Identifique o que os usuários melhor apreciam. 4 - Disponibilize na rede interna, com facilidade de acesso. 5 - Crie um local para o registro de novas descobertas Bom trabalho a todos!

I think the Best Practice should be the following. 1)Create content which is Video based and static word document for all type of Audience 2) Make this content available through SAP ONLY so users do not have to scamper for it. 3) Help the users to have the content available whenever they are performing the function

In my experience the more simple the documentation is more valuable it is for end users. ERP Systems are extremely complex for anyone to comprehend all the aspects of it. The vendors do a great job on documenting the functionality and capabilities in much detail as part of the system. What is typically forgotten is the end user who consumes, in most cases don’t go beyond the simplest tasks they perform day to day. The most successful projects have always made it extremely simple in how they document functional processes and guides for end user consumption. The better the users are adapting to the usage of systems the better results the organizations reap out of it. Keep consumers first approach and results will follow.

The software lifecycle expectations of and ERP do not get the appropriate consideration. It is important to remember that ERPs exist to enable the business and a time may come when it is no longer serving that purpose. There should be a consistent evaluation and gap analysis to determine that technical and functional needs are being met, and gaps are addressed and closed within a reasonable amount of time. Solutions may include platform upgrades, installing new modules, or augmenting functionality with compatible solutions. Once the threshold has been reached to determine that a new ERP is warranted, this should be done with plenty of time for proper requirements gathering and objective evaluation.

Center of Excellence and Support and Helpdesk: Provide a responsive helpdesk support system. Identify the passionate support team 90 days before going live. involve the helpdesk support team in the pre-production test cycle to gain practical knowledge and thereafter every feature release. Users should have a reliable source for assistance and problem resolution. This reduces frustration and encourages continued use of the system and proper knowledge transfer to the level 1 team.

In ERP implementation, change management is vital for user buy-in. A long-term approach includes: - Historical amendment tracking - Well-defined change control processes - User involvement - Effective communication - Continuous Improvement This ensures the ERP system remains efficient and adaptable throughout its life span. While maintaining 'Amendment Requests' we require to consider it in iterative manner while documenting it too with their psychological and emotional aspects of change is most important.