Your team is struggling to work together on an ERP project. What can you do to improve collaboration?

The only way to get the necessary level of buy-in from all the key stakeholders is to ensure you have absolutely nailed down the project scope and the desired outcomes. Without this it will be impossible to drive through the extensive effort and commitment needed to define the supporting requirements in sufficient detail.

Making ensuring you have nailed down the project scope and the expected results is the only way to gain the required amount of buy-in from all the key stakeholders. It will be impossible to exert the significant time and dedication required to fully describe the supporting requirements without this.

While the external ERP consultants talk in terms of scope and goals, the internal team needs to be thinking in terms of tasks and projects - as new adopters don't know enough about the new ERP and projects around the new ERP to judge overall scope. We do tell our internal teams day one that as they become more familiar with the software, they'll come up with new uses for the software - all very normal and natural. Instead of blowing up the scope with every new change order, we point the internal team member to training videos and give them the task of figuring out how to deploy this out of scope development. They might not fully get there, but they are learning how to learn to use the software once the outside consulting team is long gone.

Good communication is a corner stone for any team. Even more if you are working on an ERP project. Whether a small or large team, constant communication will save you countless hours, while implicitly contributing your team's output. Creating and maintaining a culture of constant communication is key to achieve your goals. You'll likely need an instant communication tool (preferably one that integrates quick calls), a ticketing tool, a space for documentation and collaboration, and have everything backed up by email integration. This alone won't guarantee effective communication, but good culture combined with the right tools will definitely contribute to boost your team's result.

Maximizando o Sucesso da Implanta??o do ERP através da Comunica??o Eficaz e Frequente Quando se trata de implementar um novo sistema ERP, a comunica??o eficaz desempenha um papel fundamental no sucesso do projeto. Aqui est?o algumas reflex?es sobre como uma comunica??o clara e frequente pode impulsionar uma implanta??o de ERP de forma mais eficiente: Alinhamento de Expectativas: Antes mesmo do início da implementa??o, é crucial comunicar claramente as expectativas para todas as partes interessadas envolvidas. Isso inclui definir metas claras, prazos realistas e os benefícios esperados do novo sistema ERP. A transparência desde o início estabelece uma base sólida para o sucesso futuro do projeto.

The #1 issue we've hit in non-performing teams is a lack of clearcut responsibilities and defined accountabilities. Sometimes it's as simple as assigning tasks/due dates at the weekly team meeting, which we hold on Zoom with the task spreadsheet front and center for all to see - after a couple of weeks of seeing who's hitting assignments and who's needing help, the team clarifies roles themselves. Fortunately, in an ERP implementation there's so much to do you can load everyone with at least something. And sometimes, a low performing team member's assignment is to complete the training videos and report back what they learned.

While embracing diversity is beyond the reach of ERP projects, the development of individuals toward the goal of becoming a cohesive team is highly effective and much less divisive. The internal team is taking on a huge task in addition to the day job that until ERP, was 100% of their job. Pizzas at the Friday Status Meeting, donuts at that 7:30 training session, special binders, and small but recognizable perks all help. Culture is made up of the stories we tell and the heroes we celebrate. Creating a unique team culture is key. And watching individuals become company 'heroes' of the new system is incredibly rewarding. Training, support, encouragement as well as a positive message that 'this too shall pass' all lead to effective teams.

Es esencial revisar la oferta del proveedor del ERP para aprovechar todas las herramientas que ofrece. Al explorar la oferta, podríamos descubrir módulos emergentes con funcionalidades innovadoras como la inclusión del uso de inteligencia artificial, por ejemplo. Es importante estar al tanto de las soluciones aportan estos módulos que podrían mejorar y optimizar procesos como la precisión de los pronósticos de gestión o la previsión financiera entre otros y facilitar decisiones estratégicas informadas.

Unlike the marketing hype, ERP is not a 'solution' it's a toolkit. The number one skill the internal team must develop is the ability to learn how to change and deploy the ERP for new challenges and changing business conditions. The implementation is an intensive baptism by fire, only with professional external consultants to help with the process. The sooner the internal team can 'take ownership' and solve issues, the more successful they will be. YouTube videos, vendor training resources, online Help - the tools are there (if you considered this during selection). As the implementation progresses, the question to the consultants isn't 'how do I do' it should be 'how to I learn to'. It's up to the internal team leader to develop the team!

To increase collaboration on your ERP project you can set clear goals and expectations for each team member. Encourage open communication channels through regular meetings and updates. Foster a culture of trust and respect among team members. Provide adequate training and resources to ensure everyone understands their roles. Implement collaborative tools like project management software for better organization. Assign tasks based on individual strengths and skills to promote teamwork. Recognize and celebrate achievements to boost morale and motivation. Address conflicts promptly and constructively to maintain a positive working environment.

As with any change, ensuring that the rationale is clear, and that the vision for the future is compelling enough will help to create unity and energise those involved.