Here's how you can effectively juggle multiple ERP projects to meet deadlines.

Projetos de ERP s?o desafiadores, especialmente em empresas complexas, com processos de negócios com maturidade baixa. Precisamos ter em mente que processos ineficientes geram implementa??es ineficientes, para que isso n?o aconte?a, os times de negócio precisam participar ativamente das atividades relacionadas com o entendimento dos seus processos, o que é fundamental. Essa fase, em geral, por conta das atividades, do dia a dia, tende a ficar bastante prejudicada, uma vez que os colaboradores precisam dar conta do dia a dia, e ainda trabalhar no projeto. Isto posto, o projeto tende a caminhar com mais velocidade notadamente quando se tem um time interno capacitado em ERP, e um time externo, parceiro de negócios, com muita experiência.

Evaluating the resources required is crucial, but it’s equally important to assess whether the available resources have the capability and expertise needed for specific tasks. Misalignment between task requirements and resource capabilities can lead to inefficiencies and delays.

Key message for Prioritizing Tasks is to trust your business leaders and business operating model. Impact and objectives are best determined by the business. ERP's role is to enable the strategy to meet those objectives

Juggling multiple ERP projects is like managing several tasks at a busy party. You can't do everything yourself; you need to delegate effectively. For instance, if you're overseeing upgrades for three clients, assign specific tasks - like data migration or user training - to specialized team members. If one project needs more focus, shift resources temporarily to balance the load. Regular check-ins and clear communication keep everyone on track, ensuring each project progresses smoothly while meeting deadlines.

Key message here is once you have prioritized tasks you need to build a team around the business SMEs that will drive the business requirements for the team. Your BAs should be well skilled in translating the business requirements into both functional and people change impacts to meet the objectives and the solution architect must help formulate what the technical team needs. Do not bring in the tech team too early or you will be solutioning and developing without a true alignment to the business objectives and the business impact.

Key message here. Every business operation has a model and each component of that model is defined by the processes they use to operate. Once you know the task you can have a process that visualises the process, but if the BA does not take the requirements and document the processes accordingly that processing may not be the most efficient solution. The formula is Process is enable by People and Technology.

By all means use technology to help project manage and keep on track and be able to monitor progress. Progress is measured by outcomes and delivering the objectives and associated value overtime. Build you project around meeting outcomes as the key milestones. This allows the team, the development and the change management to stay aligned focused and enthusiastic about the projects and the tasks at hand

Key message - Stick to communicating consistently across all audiences using Why this is important to the organisation How it is intended to meet critical business outcomes What is to be done and achieved - This is the audience specific component in communicating.