What do you do if your ERP implementation faces unexpected changes?

En mi experiencia como gerente de proyectos, no solo para ERP′s, al surgir cualquier cambio o desviación el primer paso es evaluar el impacto de este cambio, y lo mas recomendable es hacerlo con el equipo de gerencia del proyecto, de esta forma tendremos una visión completa de cómo se ven afectados todos los aspectos del proyecto y el equipo se siente involucrado y comprometido con las acciones a tomar para lograr el éxito del proyecto.

An essential preliminary step, often overlooked in the preparation phase before launching into impact analysis, is the process of ‘factor identification’. From what I’ve observed, various elements can disrupt or necessitate alterations in the timeline or strategy of an ERP implementation. 1. Expanding project scope 2. Shifts in organizational leadership, 3. Activities related to mergers and acquisitions, 4. Engagement with unsuitable resources or partners, 5. Inadequate or overly ambitious scheduling, 6. Gaps in or inaccuracies of project requirements, 7. Excessive promises beyond capability. Understanding the fundamental causes allows for appropriate adjustments. While some issues are within our control to manage, others are not.

Review expectations of all stakeholders and discuss with them your impact assessment. After analyzing those discussions decide on the course of action. Finally communicate them formally the way you have decided to manage the changes, setting clearly what they should expect as a result of them. This in addition to all the adjustments you need to do within the planning

It's common that there are scope changes during an ERP transformation project. Scope changes can alter the project timeline and have adverse impact on budget as well. It is important that any scope change is evaluated and weighed on MoSCOW matrix. If the change is a must have and without that there will be a business function loss then stakeholders must look at timeline change and additional investments or budget.

Change will occur only when a change request is properly assessed and approved by authorised body, typically by Change Control Board. The classic way is to determine the criticality of the change - is it a show stopper to the project launch? If not, how much benefit (against effort and lead time) the change will bring to the business, and the impact to the current project in terms of budget, timeline and issue/risk associated. Many people can describe the justification in qualitative manner but it is more powerful to have quantitative justification. Lastly, make sure the impact is properly communicated to stakeholders.

Al evaluar el impacto del cambio, surgen diferentes acciones, entre ellas el cambio del plan maestro del proyecto y esto incluye el cambio de cronograma, presupuesto, análisis de riesgos, plan de contrataciones, plan de comunicaciones entre otros, y todos estos cambios se deben hacer con el equipo para tener una visión global y lograr el consenso y la participación de todos, de esta forma también se facilita aún mas la comunicación de todos los cambios, y agilizar los ajustes que deberá realizar el equipo de proyecto.

Después de evaluar el impacto, modifica tus planes para reflejar las nuevas realidades. Esto podría significar redefinir el alcance, reasignar recursos o ajustar plazos. La clave es ser realista y establecer objetivos claros y alcanzables, trabajando en colaboración con tu equipo para crear un plan adaptado.

Adjustment of Plan demands a combination of different project management methodologies and a thorough understanding of organizational objectives. Prioritizing tasks and activities based on the updated requirements to ensure that critical milestones are still met, this can be achieved by revising timelines, resources and accommodation of changes.

Based on the impact assessment done, all the relevant stakeholders should be informed about the unexpected changes. This includes but not limited to project team members, key decision-makers, and any other individuals or departments that might be affected by the changes. Evaluate the potential impact of the changes on the project which will have direct / indirect effect the project timeline, budget, resources, and scope. This could also be added with an additional task of Identifying any risks or challenges associated with the changes. Once done develop a plan with specific actions that need to be taken to mitigate the impact of the changes and ensure the successful completion of the project.

Adaptability is key in managing ERP implementations. In my experience, adjusting plans requires a blend of agile project management techniques and a deep understanding of our organizational goals. For instance, the introduction of AI and machine learning technologies in ed-tech platforms necessitates a flexible ERP infrastructure that can evolve. Therefore, we prioritize modular ERP designs that allow for phased implementations and adjustments, ensuring that our technology stack remains both cutting-edge and aligned with our mission.

Ensure that open lines of communication with the stakeholders explaining the reasons. Transparency is the key to maintaining trust

Transparency and open communication are crucial for any project. Keep all stakeholders informed about the changes. This can be done by collaborating with key stakeholders and to discuss the impact of changes and ask their input on what they think are the possible solutions.

In my experience one needs to be proactive in identifying the underlying reasons and having a full discussion with the stakeholders with respect the impact these issues might have on the whole project. Coming up with a reasonable revised project plan to continue forward to complete the project that all buy into will be the next step.

Communication is a key to any successful project, So an open and transparent communication to keep all the stakeholders informed about the plan to address the unexpected changes is a must. By prioritizing honest communication and clarity in the messaging, project teams can foster a culture of trust, collaboration, and accountability, leading to greater project success. This would help in Providing regular updates on the progress of the plan and any changes to the project timeline, budget, or scope that may result from addressing the unexpected changes.

Clear, transparent communication with all stakeholders, from our IT team to faculty and administrative staff, is paramount. We implement structured communication channels and regular updates to ensure alignment and manage expectations effectively. By incorporating feedback mechanisms, we can also identify and address concerns proactively, fostering a culture of collaboration and mutual trust. This approach is critical, especially when navigating the complexities of integrating ERP systems with existing educational technologies

Training for ERP (Enterprise Resource Planning) implementation is crucial for ensuring that all stakeholders involved in the project understand the system, its functionalities, and how it will impact their roles and processes. Based on my experience, some of the key trainings that were super helpful in the ERP implementation project are 1) Train the trainer sessions, 2) Interactive and role based training sessions 3) Hands on practice labs in the application 4) Evaluation and certification. By implementing a thorough training plan for ERP implementation, organizations can empower their users to effectively utilize the new system, maximize its benefits, and drive successful outcomes for the business.

Como relatei antes, a constru??o de um mapa mental com todos os setores impactados no processo de implanta??o é primordial para termos dimens?o "do todo". Com ele construído, será mais fácil identificar todos os testes necessários a serem validados dentro do sistema. Imaginar todas as possibilidades de procedimentos que a companhia têm, e testá-los no ambiente sandbox do ERP é crucial para validar o funcionamento do sistema e se ele está apto para as demandas da empresa. Por exemplo, valide todos os tipos de lan?amento de notas fiscais, faturas, boletos e afins. Temos diversas possibilidades de faturamento e despesas dentro de uma empresa, alguns destes, com impostos e alíquotas diferentes, além de particularidades de reten??o ou n?o.

Los cambios pueden requerir nueva capacitación para tu equipo. Asegúrate de que todos reciban la formación necesaria para manejar los nuevos procesos o tecnologías introducidos por los cambios. Esto es crucial para minimizar las interrupciones y maximizar la efectividad del sistema ERP.

In my experience training is essential but cannot happen in a vacuum. It needs to be preceded by thorough testing and walk through of the compete business process that gets signed off by stakeholders. This way there are no surprises with those being trained as what they are learning has been approved beforehand and has the backing of the stakeholders. Also one hopes that those being trained have also been engaged as part of the process to set the new system on the correct way.

Esteja em diálogo com os desenvolvedores e mapeei os processos que n?o est?o funcionando adequadamente, o grau de importancia e os prazos para eles resolverem. Muitos n?o possuem o conhecimento da usabilidade e importancia dos processos, por isso, tenha um diálogo mais didático. Colaborar, estar disponível e até mesmo pensar em solu??es também é sua tarefa. O objetivo é realizar a implanta??o do ERP com sucesso, e o diálogo com todos os setores e os desenvolvedores do sistema é crucial para essa conquista.

Establece métricas para monitorear la eficacia de los ajustes realizados y asegúrate de que el proyecto sigue en curso. El seguimiento regular permite identificar y abordar cualquier problema emergente de manera proactiva.

Nada ni nadie crece o mejora sin la supervisión y seguimiento del progreso obtenido, incluso, aseguras que te mantengas en la línea correcta de desarrollo, la ejecución de proyectos de implementación de ERPs requiere, de forma obligatoria, un seguimiento de avances a diferentes niveles: 1) operativo 2) gerencial y 3) directivo, en frecuencias de tiempo diferentes y con el detalle o la consolidación del informe segun se requiera.

Frecuentemente las empresas delegan esta tarea a un líder de proyeto o un comité. Cuando no hay seguimiento puntual de la Dirección el riesgo de fracasar en un proyecto de ERP es altísimo. La disciplina de revisar avances con entregables puntuales en cada fase es crítica para la buena gestión de un proyecto de ERP. En esas sesiones se deben corregir las áreas de oportunidad en madurez, indisciplina, entrenamiento y calidad de la propia implementación. En las revisiones se debe asegurar que se cumpla con lo ofrecido por los implementadores y casas de software.

En todos los proyectos se presentan asuntos por resolver todos los días, asociados a las actividades descritas en el plan de trabajo, estos asuntos y/o temas inherentes a estas tareas pueden traer consigo un riesgo de desviación en el proyecto, incluso, hasta convertirse en un stopper del mismo proyecto, por lo tanto, sugiero llevar una lista de "asuntos por resolver" e irlos categorizando conforme se complique la identificacion de alguna solución, una categorización de semáforos puede funcionar, además, siempre pregúntate: ?Qué riesgo corremos si este tema no se resuelve? y ?Qué puedo hacer para mitigar este problema y reducir el riesgo?, puede ser que tengas la respuesta más a la mano de lo que imaginas...

I would say manage risks and evaluate any losses then pivot another direction if necessary. Companies cannot afford losses to a degree that it impacts profits.

Proactive risk management is critical in navigating the uncertainties of ERP implementation. This involves identifying potential risks arising from the changes, assessing their likelihood and impact, and developing mitigation strategies. In the ed-tech sector, where data security and privacy are paramount, particular attention should be paid to managing cybersecurity risks.

Actualiza tu plan de gestión de riesgos para incluir nuevos riesgos introducidos por los cambios. La evaluación y gestión continuas de riesgos son fundamentales para minimizar los impactos negativos y asegurar el éxito del proyecto ERP.

Unexpected changes will likely affect the budget for the system. There needs to be clear open communication in terms of how the budget may need to be changed. Setting those expectations is often difficult and I feel can be made easier if discussed up front when the original budget is set in terms of being aware that changes may be required along the way. Budgeting for implementation is based on experience however no two projects are the same and action items do not always go as planned despite best efforts. Unexpected technical issues or resource constraints may delay timetables and require more hours of work that was not budgeted for.

Ensure happy customers and happy users by checking what's really required, asessing the risks of change and execute accordingly accompanied by clear and transparent communications.

In my experience it is important to limit the initial scope of an ERP project to replacing the incumbent systems and delivering quick wins such as efficiencies and having access to more accurate management information. By limiting the initial scope of the project, the effect of changes will be minimised and the early benefits still be achieved. Enthusiasm and commitment to the project will be maintained as achievable deliverables and a realistic timescale will have been set. Further phases will be smaller continuous improvement projects and again, the effect of changes to the will be mitigated. If taking this approach, strong project sponsorship and management is essential. It is important that the ultimate goals are always in mind.

Consider User Adoption and Feedback: Beyond the technical and managerial aspects of handling unexpected changes in ERP implementation, focusing on user adoption and feedback is crucial. Ensuring that the system meets the actual needs of its users—students, faculty, and administrative staff—can significantly influence its success. Implementing feedback mechanisms, such as surveys and focus groups, and adjusting the ERP system based on this feedback, ensures it remains relevant and effective. Additionally, monitoring adoption rates and user satisfaction can provide valuable insights into areas for improvement.

ERP implementation challenges get anticipated and eliminated with proper planning. Plan how you deal with challenges prior to starting the implementation. Transparency and clear communication with all users and teams.

An ERP implementation is long enough that at least one high impact -if not critical- change is guaranteed. Your methodology and team should accommodate for that from the beginning. Use short, manageable stages, establish contingency plans, and most importantly, prepare for adaptable timeframes, since a major change will almost always mean a delay of some sort.