You’re starting a new job in ERP. How can you ensure success in your first 90 days?

It is key to understand the industry that you are starting the new position and the customer. A great ways to learn that is: 1. Speak with an expert who can give you a 1:1 lowdown on the industry and answer the specific questions that you have. 2. Reach out to people in the company you're in and ask them for a teach-in. 3. Look for any industry-specific journals / online news sites / blogs . 4. Get on LinkedIn and follow people who share knowledge about the industry.

It is assumed, when joining a new job in ERP the individual has the requisite knowledge of the application he/she is going to support. The first 90 days it is important to understand the organization business processes and customizations. Utilize the knowledge sharing sessions to understand the detailed architecture of the application integration with boundary systems. Identify the executive leadership and the key members from the technology who are part of the application support/ management. Always ensure to seek guidance, do not shy away if you are not aware of any process. q Ensure to make notes of the acquired knowledge and have it reviewed by any of the SME's. The practice will help as a reference when having hands-on on the project.

1) Understand the basics 2) Understand about the organization in detail 3) See your role and what sort of preparations are required for the same 4) Go through the departments which are involved in day to day engagement 5) Establish relationship and understand the job in more detail

Como a própria sigla indica é necessário planejamento e um bom conhecimento de todos os processos que envolvem o funcionamento da empresa. Exige um esfor?o no sentido de conhecer todos os módulos e o que o mesmo traz como padr?o em suas solu??es. Lembrando que o ERP é um software de "prateleira", irá atender a grande maioria dos processos, mas sempre há algo muito especifico e para esses casos, haverá necessidade de customiza??o, nesse sentido a documenta??o e treinamento s?o fundamentais.

- Understanding the industry of the organisation - About the Organisation itself - Best practice for the specific industry - Objective of the Organisation

ERP learing in 90 days. Learn Chart of Accounts and relationships with process and sub processes. After primary accounting understand importance of Secondary Accounting. How it got netted into each other. Rest is Technology for you.

If you are an ERP consultant especially serving as a third party vendor or even an in-house consultant employee. In order to deliver the best solution, the most basic & important step is to understand the overall client business and role of ERP in the entire picture. Because every business and their models are different and businesses usually expect ERP systems should be strategically aligned with their objectives than the other way round. Try to have frequent communication with key stakeholders to understand their expectations, any concerns with as-is process and high level solutions thereof. Review existing implemented configurations if any and try to map it with ERP standards, talk about the gaps and clarify it with correct counterparts.

If you are joining a new organization in ERP then few things new candidates can do are: - figure out their work culture. - figure out their business processes. - figure out their services offered in ERP space. - know their architecture in ERP space. - know industry best practices in that industry. - know your hierarchy.

From the Experience 1. Understand goals and objectives 2. Meet and understand all business departments 3. understand their perspective and requirements. 4. Make sure your ERP meeting with business processes.

Ability to collaborate and communicate are as important for ERP like in any other professional field. It makes even more important here because ERP implementations cut across functional processes and needs skill to drive discussions with different functional users. Designing end to end processes will require bringing together business users from different departments and aligning them on a common process.

Introduce yourself: Meet with key individuals across various departments, not just your immediate team. Introduce yourself and express your desire to learn. Build rapport: Foster positive relationships with colleagues and stakeholders. This collaborative approach can ensure easier information sharing and support when needed. Identify mentors: Seek guidance from experienced colleagues who can offer advice, answer questions, and provide career development support.

In my opinion the foundation is laid in the first 90 days . Take every effort to understand the customer, the stakeholders and who ever you work with. It is also important to understand who they are not and what is not important to them. This is equally important as who they are and what is important to them. Work on establishing relationships with everyone especially with those that matter. Identify the influencers , silent navigators and all others who would have a direct or indirect influence The first 90 days form the foundation. The conversations in meetings , workshops and other form of formal information is equally important as the water cooler conversations and many more . These lay the foundation and the strategy

In the first 90 days, prioritize relationship-building by actively engaging with stakeholders to understand their perspectives, concerns, and expectations regarding the ERP project. Foster an open and transparent communication environment to build trust and rapport. Tailor your communication approach to the preferences of each stakeholder, whether it's regular status updates for management or interactive workshops for end-users. Proactively address any communication barriers or conflicts to ensure smooth collaboration and alignment towards project goals. Regularly seek feedback to refine communication strategies and strengthen relationships over time.

In addition to the knowing the ERP tool, features, constraints, the most important aspect is understanding what are the key differentiators for the business - ERP is an enabler. The more someone understand the business and walk and talk the language and helps the business owners being successful - the easier it is to build a trust based relationship with the business/customers.

Since ERP softwares continuously add new functionalities it is important to be on a continuous learning journey. Completing formal training and getting certification is important. Having exposure multiple industries and cross pollinating across industries is important and adds values to businesses.

Understand the company culture as this is an organisational transformation journey and the change impact will always be larger than perceived. Just because something was always done that way does not mean it will continue to do so moving forward. The technology is one only part, the people and processes need to adopt and adapt. Developing strategies to tackle this is key to a successful implementation - but listen to the voice of the business regarding business operations criticality and break points.

Positioning myself as a perpetual learner, I prioritized staying ahead of ERP advancements. Tip: Subscribe to industry newsletters, join relevant forums, and dedicate time each week for professional development. Continuous learning is the key to staying relevant.

A change such as ERP implementation requires thorough training of champions users and end users in large. Planning the training during the implementation and allowing the champion users to test the process goes miles. They would be able to support the training and development of on boarding users as well. Communication of technical support issues as training opportunity to all the user groups helps in continuous development

ERP has a basic functionality, realisation of which might be subject of constant development. It is important to follow the development and to understand how and where the new features could be used.

Na minha experiência, todos processo de implanta??o de um ERP é sempre complexo e difícil, principalmente nas primeiras semanas. Resistência das pessoas, problemas técnicos e falta de apoio da alta gest?o, s?o alguns dos principais problemas. Por este motivo é extremamente importante enfrentar todos os obstáculos imediatamente, atrasos, problemas técnicos e falta de retorno, devem ser tratados continua e rotineiramente.

Functioning as a collaborative professional, actively seeking feedback became a valuable practice. Tip: Request regular check-ins with your supervisor, use performance review sessions wisely, and proactively seek mentorship within the organization for targeted support.

Buscar e dar feedback é de suma importancia em todas as fases na empresa e em cada projeto. Pode ser mais essencial no início - nestes 90 dias por exemplo - para conhecer o(s) time(s), stakeholders e demais assim como se apresentar. Por experiência, pode servir para melhor direcionamento das atividades e skills de lado a lado, melhor trabalho com e entre todos e ainda possibilitar apontamentos e evolu??o como necessário.

A implanta??o de um ERP sempre tem um início turbulento, pois mexe com a zona de conforto das pessoas que estavam acostumadas a executar suas tarefas sem isso, por isso sempre existe resistência, falta de apoio descren?a. Na minha opini?o é muito importante na fase de planejamento de implanta??o, envolver todas as pessoas apresentando todas as fases do projeto e mostrando a importancia, quando as pessoas se sentem inseridas no projeto tendem apoiar mais. Outro ponto importante, é ter uma boa equipe de apoio e treinamento, pois os primeiros 90 dias costumam ter muitos problemas, ent?o é fundamental ter um time para dar suporte as pessoas.

Request Feedback: Solicit constructive feedback from your manager, colleagues, mentors, or coaches. Identify strengths and areas for improvement to enhance performance. Seek Support: Don't hesitate to ask for assistance when facing technical issues, errors, delays, conflicts, or stress. Tap into the expertise of your network for guidance and solutions. Continuous Learning: Be open to learning new skills and strategies to address challenges effectively. Seek advice on problem-solving and stress management techniques to maintain productivity. Offer Support: Extend your support to colleagues facing similar challenges. Foster a culture of mutual learning and growth by sharing knowledge and experiences.

Adopting the mindset of a goal-oriented achiever, I celebrated milestones with purpose. Tip: Create a personal milestone tracker, set achievable goals, and mark each accomplishment, regardless of size. Regular celebrations fuel motivation.

I agree completely with this statement perhaps after implementation of Erp we can get a report in few moments like MIS report can get every day and same time can send to management showing the information about daily work report. Additionally can send comparisons, charts moreover..

Realizar un balance final con el equipo con quien se haya efectuado proyecto de transformación por un lado permitirá Identificar los aciertos y áreas de oportunidad que nos permitirán en un próximo proyecto acortar los caminos, ser más eficientes y lograr resultados con mayor impacto. Así mismo celebrar la conclusión de un proyecto será el parteaguas para alentar y generar una mayor cohesión en el equipo.

Many times we forget to reward or thank when the set objectives are met. These steps achieved deserve your attention and celebration, so we can expose these successes that we have achieved in our business projects that have allowed us to grow in our ERP consulting career, in these times this also allows us to gain visibility.

For a professional who is at the beginning of his career, the first 90 days are crucial to know if he will continue. Many leave the areas after this period because they do not understand the challenges that arise. Challenges were made to be overcome, and each challenge overcome is a star that is placed on the professional's badge, demonstrating their knowledge and that they have improved and acquired more knowledge.

Listen, clarify and practice. 90 days is not long enough to become and expert. But if you listen to the correct people, clarify thw complexities that you don't understand and practice the processes, you will build a very good foundation. Stay humble, keep learning and listen. You will get there.

If I am starting a new ERP job tomorrow (project or other), these are the questions I need to answer. 1) What business scope is covered by the ERP? 2) What is the current system or project status (i.e., in progress, just starting)? 3) Who are the key stakeholders in the business and what do they need to accomplish with the ERP? 4) Who is my team (internal as well as system integrator)? 5) What is the project methodology (waterfall, agile, something else)? 6) What are the project procedures, including documentation, system change management, and escalation? 7) If it's a project, what are the milestones and dates? What is the weekly cadence of meetings and required status? 8) What is the company culture?

2 thoughts on this: 1. Develop a Problem-Solving Mindset: Challenges and unexpected issues will arise. Approach these situations with a problem-solving mindset. Analyzing problems, proposing solutions, and being proactive in addressing issues will demonstrate your value and resilience. 2. Manage Your Time Efficiently: Good time management is key to balancing the steep learning curve and your day-to-day responsibilities. Use time management techniques to stay organized and focused.

Goal: Every manager hires with a goal in mind, emphasizing the need for a clear understanding of expectations, including the company's ERP objectives. Path: Plan the path to achieve these goals by interviewing various stakeholders to uncover genuine pain points. Execution: When entering a new environment, swiftly identify problem areas and align them with best practices for efficient execution. For instance, any ERP process or integration has the potential to reduce user errors and increase revenue. Take the necessary time to comprehend current processes and identify potential changes that can yield immediate and long-term impacts.

Some of this is so right, some of it so wrong. There are important things missing. These include 1. Emotional Intelligence - you need to demonstrate this - don't interrupt and always provide constructive criticism. 2. Psychological Safety - you categorically must create this with and for your team immediately, it can't wait 90 days. 3. Define your leadership style - doing this is a positive thing, it shows you understand the type of leader you are, and informs & enables your team. 4. Just COMMUNICATE and COLLABORATE. Without these two, you are doomed to fail!