What should you know before leading an ERP team?

You should understand the ERP concepts without limiting yourself to the software you are going to use. For example, if you are to lead a SAP team, you should not only know how SAP works, but also you should know the generic concepts of MRP and accounting. When assembling the team, it is important to take the business experience of the members to the consideration. In my experience, people who are business experts with the ERP experience are much more effective in ERP implementations. When leading an ERP team, one of the main areas to focus on stakeholder management. Identifying the correct customers and segregating them from the system users will help you and the team you are going to lead to achieve success.

Before leading an ERP (Enterprise Resource Planning) team, understand the specific ERP system being implemented, its functionalities, and how it aligns with organizational goals. Familiarize yourself with team members' expertise, fostering effective communication and collaboration. Gain insights into the organization's business processes and industry challenges. Develop a comprehensive project plan, considering timelines, budgets, and potential risks. Stay updated on ERP trends and technologies to make informed decisions, ensuring successful implementation and optimization of the ERP system.

It seems to me that in most cases this is where it can go horribly wrong. Embarking on an ERP programme without establishing the WHY in detail will inevitably lead to more risk in the programme. That means clear business vision and a clear business strategy that can then spawn a clear Transformation programme. As @Paul Byrne preaches Stage 0 is where transformation programmes succeed or fail. This is generally way before you even think about a en ERP programme....

If the objective of the implementation is to achieve like for like from what the organization currently has then there is no value addition created in the implementations. Hence it is important to define clear and achievable goals that address the key business drivers, pain areas and has cross organizational buy in. This needs to be closely followed by a scrutiny of the footprint itself to see if the benefit expected can be derived by the defined scope. For e.g. if a key improvement area is to drive unified product data management but the scope of the project doesn't include the engineering system then the objective cannot be achieved. Either adjust the scope to include engineering or adjust the goals accordingly

Most important is capability yo define key business requirements.. then industry knowledge and speaking the language if that vertical industry is crucial.

Nowadays, if the ERP system is at the same level (Enterprise & Corporate: Dynamics 365 FnO, SAP, Netsuit..., or MidMarket: Dynamics 365 BC, SAGE, Odoo...), focus more on the implementation team rather than the product itself. When I speak about the implementation team, I'm not referring to the brand of the Partner conducting the implementation, but rather the specific team assigned to deploy the solution. People is key, not software.

ERP software selection is based on your needs and budget. Before leading an ERP, we must understand the current business processes, recognize the stakeholders and their active involvement, data migration and customization needs and last vendor selection and software training.

Before leading an ERP team one should aware of the business process and try to be in the shoes of business process owners end users so that as a team one can provide useful solutions.

In my experience there are couple of aspects that you need to pay attention to when choosing the application. The key driver is that whether the product can help you scale and grow. ERPs are no more just book keeping systems but the platform for organizations to diversify their business model. It should allow you to be agile and disruptive and not need massive projects every time business want to launch a new initiative Secondly keep the end objective in mind. With most projects the key failure is we overestimate what the system should do on the go live day and under use in the long run. Pick the solution that you feel has the building parts to enable your vision and direction and allows you to get there overtime with a lean IT structure

Selecting the appropriate ERP software is a pivotal decision. This choice should be guided by a thorough evaluation of various factors including functionality, compatibility, scalability, security, and cost. It's equally important to assess the vendor's reputation, support services, and customer service quality. Comparing different ERP solutions to find the one that aligns best with your organization's specific needs and budget is essential. Involving your team and the end-users in this selection process is crucial, as they are the ones who will interact with the software daily. Their insights can greatly contribute to choosing a solution that not only meets organizational goals but also facilitates user adoption and satisfaction.

Having both functional and technical expertise is crucial for the effective leadership of an ERP team. However, paramount to success is a leader must be equipped with a deep understanding of industry intricacies. This comprehensive grasp, coupled with a good awareness of enterprise-wide applications i.e ERP, is indispensable for navigating the complexities of leading an ERP team to success.

Practically you have to make sure that the human resources are persistanat and qualified. Also you have to study the business cycle of your company deeply and in detail. Don't forget to sign the solution design documents from departments heads and the ERP company. Deal with the ERP system as a project so any project must has start and end ... Then after the end of the project you can enhance and develop the system

Industry knowledge is the key to success of ERP projects. Efficient functional and technical practitioner/consultant is essential. ERP implementation should be an opportunity for transforming the business by automating the manual activities, standardizing to the extent possible. In general, ERP implementations are costly and hence one should know business need of it. Gain insights into the various business process and functions. Recognize that ERP implementation often involves significant organizational changes. Be prepared to manage resistance and handhold client.

Learn from the experience of others, and work out what good look likes, good is live, month end working, a decreasing number of errors, not a massive scope live everywhere etc, sell the idea that can be change in steps after go live, and get everyone to focus on that not their big dreams for massive extensions and complexity straight way

After selecting your ERP software, the next step is to devise a comprehensive implementation strategy. Consider essential elements like timeline, budget, resources, and potential risks. Define clear roles and responsibilities for your team, the vendor, and end-users. Develop a detailed project plan that includes tasks, milestones, deliverables, and dependencies. Additionally, create an effective communication plan to ensure all stakeholders are continuously informed and engaged. This plan will be instrumental in managing expectations, facilitating collaboration, and addressing challenges promptly, thereby increasing the likelihood of a successful ERP implementation.

Adapting/changing your mode of operation is hard, especially when imposed by “people who know better though they have never done your job”. You may have the best consultants - but they only know the new endpoint, not your current starting point. Engage the most experienced people in each department, train them ruthlessly on the new ERP as early as possible - they are key in helping others figure out how to change their daily work. Never forget that people who are good/ experienced at their job and have used a system for the last 15 years “can smell trouble from a mile away” because they know how to recognise it. Focus on how they will do that with a new system. What disturbs business operations is not the routine but “the unplanned stuff”

Leading an ERP team demands dual expertise, first, understanding of the chosen system and the company's business processes. Master project management and change management to guide your team through implementation and user adoption. With right team, right solution, planning and training, you can successfully lead a team.

There are two opposing approaches to the software implementation: custom built and COTS. The first one is focused on adjusting the software to the user needs. The second one, adjusts users behavior to the prewritten software. ERP value proposition comes from configuring of the system and adhering to the standard ERP processes. With COTS deployment, your project team should be well trained before your start the program. Key users should be identified and brought to the table during the design phase. End user training should start with build sprint review sessions and follow up with an early engagement of business in SIT cycles. Training should be hands-on in a dedicated training system.

A new ERP system should be focused on growth and healthy growth, where current employees have a place in the new structure, in this day and age where recruiting is a nightmare, training/converting current employees into new roles is a must. They know, live, and breathe your business.

You should take enough time to secure all employees understand what they should do after implementation. It is helpfull to make quick start guides and instructions as help after training. It is even important to listen carefully to concerns and explain new solutions from the “old” perspective

During your ERP implementation your team will have to make about 100,000 decisions. The only governance model that works for this types of the deployments is the one where 99% of the decisions are made by the program team. Increasing the size of the team or increasing the number of the levels of approvers destroys the “rhythm” of the program. Your team should be small, cross-functional, expert driven, and self-sufficient. Your vendor and implementation partner are your partners in a full sense of that word. Choose wisely your team, vendor, and partner because you will have to empower them to deliver the best possible outcome accepting you limiting your and executive team ability to intervene often.

To further Dimitry's point, all those decisions require not only strong, empowered people, but a strong vision, mission and objectives fully embedded into the culture of the team. A large majority of project decisions can be held up against the objectives and quickly resolved purely based on alignment.

Liderar uma equipe de que trabalha com ERP n?o se resume a gerenciar aspectos técnicos, é inspirar e motivar tanto a equipe quanto os consumidores do ERP como produto. Mostrar comprometimento, entusiasmo e confian?a na solu??o escolhida é essencial. Promover uma cultura colaborativa entre a equipe, o fornecedor e os utilizadores do ERP é fundamental, valorizando feedback, inova??o e resolu??o de problemas. Essa abordagem n?o só cria um ambiente de trabalho positivo e colaborativo, mas também impulsiona o sucesso do projeto e a aceita??o do sistema ERP.

Leading an ERP team extends beyond managing technicalities; it involves inspiring and motivating your team and end-users. Exhibit commitment, enthusiasm, and confidence in the ERP system, setting a strong example. Cultivate a culture of collaboration and teamwork, not just within your team, but also between the vendor and end-users. Encourage an environment where feedback, innovation, and problem-solving are valued. Acknowledge and reward the achievements and contributions of your team and end-users. This approach not only fosters a positive and productive work atmosphere but also drives project success and user adoption of the ERP system.

Do the work, and sit with key and end-users when they learn how the new system works. Listen to their feedback, they are your greatest source of information if you truly will reach your project goals.

ERP leadership is a journey of ongoing learning and improvement. Stay abreast of the latest trends, technologies, and best practices in ERP. Actively seek feedback and suggestions from your team and end-users to identify areas for improvement. Regularly plan and execute maintenance, updates, and upgrades to ensure the ERP system remains reliable, secure, and efficient. By embracing a mindset of continuous learning and adaptation, you can ensure that the ERP system evolves to meet changing organizational needs and technological advancements, thereby maximizing its long-term value and effectiveness.

A real time experienced I have, where in situation was like lack of resources initially and then management pushing non techinical team to go ahead and learn the new ERP which business wants to adopt and that was completely step 9f failure where people are not interested and still want to learn ERP hence short term goals won't work here, People from business should be ready to adopt changes so that we can efficiency build new ERP culture, and story actual start here after the successful go live of any ERP , People started coming to do dynamic changes in business processes and those are making business effective and more efficienct Key users actually a good brand ambesedar of any ERP who believes in continues improvement in ERP process

ERP is an enterprise system and, as such, encompasses all business or organizational functions and IT topics. You will never run out of things to learn even when you retire. A current example is generative AI embedded in ERP. Though you do not need to be an expert in this wide range of topics but at least you must be trustworthy interacting with professionals in finance, marketing, sales, procurement, manufacturing, logistics, after sale service, compliance, industry verticals, business process management, change and project management as well as IT topics like systems integration, databases, cloud, AI, Internet of Things, business intelligence, IT security, networking and software engineering. This can be progressively achieved careerwise.

In my experience, many organizations embarking on an ERP project were on tech / solution that was implemented ages ago and needing a massive rebuild. Going forward this needs to move to a Continuous Improvement model. You should enable your team so that they are getting enough exposure to the tools, have a framework to map the long and short term objectives. Once the Sys Integrator is out of the doors, the team should have enough understanding of the tools, what was delivered and what is the road ahead. This will help them support it both tactically and strategically. This is a massive shift in mindset and needs to be started at the very beginning of the project and if needed restructure your team to drive this throughout the project

Before leading an ERP team, prioritize continuous learning and improvement. Acknowledge the dynamic nature of technology and business processes, staying informed on industry trends. Cultivate an adaptable mindset and seek professional development opportunities. Encourage the team's ongoing learning through training programs and conferences. Embrace a culture of continuous improvement, valuing feedback and refining processes iteratively. By fostering a commitment to learning, you enhance leadership capabilities and contribute to a forward-thinking ERP team ready to navigate challenges and drive sustained success.

By and large ERP is tough as it makes people change what they do, sometimes the culture of an organization means that implementing ERP is very very tough indeed, it works well in so many places, but in others its very hard, it probably not the software etc, Data is always a big one, and ERP does not exist in a vacuum it needs to relate to other projects and programs

Before leading the ERP team one should know the People ( stakeholders, influencers), Process and existing tools. Existing integration touch points and thirdparty applications knowledge is a must. Resource and team knowledge is equally important.

The ERP world is much more complex than implementing a custom development. Therefore, in my humble opinion, the leadership of an ERP team should be based on example. In other words, the person leading the team should have gone through all the roles they are managing to understand firsthand the challenges and obstacles each team member faces. Additionally, they should contribute their vision in the concrete project based on years of experience in implementation. It's a shame that over the years of experience, the leader of a team or project often can't contribute their technical knowledge. Many times, upon promotion, they end up as mere account managers, not leveraging all the know-how they have accumulated over their professional lifes.

At the end of an ERP project there is a massive shift in the mindset of the project team. Often times this is lost or diluted once they go back to their BAU roles. You should consider building a COE team at the end of the project which includes the members from functional teams, IT, PMO. The primary purpose of this team is Carry the learning forward continue Conduct a project closure assessment to identify the wins and lessons learnt (Start this early to reflect on each milestone as and when it happens) Continued monitoring of the business benefits identified in the program strategy Find opportunities to improve / innovate. Build a succession / rotation plan to get other members of the organization involved with the COE over period of time

Before you start evaluating software, understand why you are looking for new software in the first place. Before you decide to look at other solutions, ask your current solution provider if they have the functionality you need. A good ERP Software gets updated regularly and functionality gets added. Also, when you first acquired the software you might not have needed the functionality and therefore it may not have been discussed. Once you know your needs, consider 3 solutions max and evaluate them completely, comparing them "apples to apples". Although $$$ should always be considered, it should not be the number one factor in your decision.