How do you manage ERP changes from stakeholders?

Change Impact Assessment: Conduct a thorough impact assessment 2 understand how d proposed ERP changes will affect various stakeholders, business processes, systems, & data. Identify potential risks, dependencies, & areas of resistance 2 change. Communicate Strategy: Develop a comprehensive communication strategy 2 keep stakeholders informed & engaged throughout d ERP change process. Communicate the rationale for d changes, anticipated benefits, timeline, & any action steps required from stakeholders. Change Management Plan: Develop a comprehensive change management plan that outlines d objectives, scope, approach, roles & responsibilities, communication plan, training plan, & risk management strategies for managing ERP changes effectively.

Getting feedback from both executives and the teams using the ERP is very important. Working on-site to first identify the business requirements is key along with good communication across all departments involved such as operations, accounting, IT. This helps identify the necessary software and customizations needed which can then be prioritized using cost/benefit analysis. However, even if the business requirement cannot be met through the initial ERP software, additional middleware and applications can be used to connect and transmit data through APIs and other connections which can be more cost effective in the initial implementation.

Foster strong client involvement throughout the project. Regularly seek client feedback and validation to ensure that the project is meeting their expectations. Anticipate that changes will occur. Implement a robust change management process to handle modifications to scope, timelines, or requirements.

It is also good to understand which Changes we are discussing. Is it during an implementation phase or for a running system? Prioritizing is essential indeed, because the Change will be using scarce resources and can endanger deadlines or does not fit in the original concept. My advice is to use a Change Approval Board that can prioritize or dismiss Requests for Change.

Establish transparent, clear and open communication with stakeholders. Keep them updated on project progress, challenges, and successes. Ensure that all changes are documented and communicated. It is critical that stakeholders are fully informed about the potential impact of any proposed changes, including the potential impact on time, quality, and cost. This transparency will help you make informed decisions, foster collaboration, and get buy-in from all stakeholders.

In my experience, one of the greatest test that is very important but many times missed is simple day in the life testing. What does a day in the life look like for the end user that will be performing this change day in and day out. Is it a physical change to a warehouse floor operator or a screen change to a customer service order entry person? Are we causing more or less stress to their workload or day by making this change? We often as leaders look at numbers or statistics saying xyz change will improve abc issue, but we forget the small finite day in the life details of the end user that will be executing that change day in and day out. Therefore, I always do full end to end system integrated A Day In The Life test as well.

Hypercare is the period right after go live, prior to project close. During this period it is vital to be transparent and open about issues,logging and correcting them so they may foster an awareness for Lessons Learned during project closure. I’ve seen far to many leaders that lead based on a zero defect policy which does not allow for project team members to feel comfortable to bring issues to the team for correction. No one and no project is perfect, instead embrace there may be the occasional issue and determine prior to go live how you will collaborate and rally as a team to resolve those issues. Celebrate success but also celebrate the courage to highlight opportunities for growth and improvement in areas that may lack success.

We should also consider the business change element. ERP is often not "plug in and play". Reorganising teams to optimally fit the new processes will often yield greater benefits and reduce the pain of change.