Your team is struggling with ERP implementation. What are the most effective tools to help them?

Any ERP projects needs close monitoring. First I would reduce the number of meeting and number of participants in the meeting so that it create time for the team to focus on getting work done. If a scrum board is updated, a simple gen-ai summary will be sufficient to understand the health and top 3 blockers that you can look at and start to unblock - and this does not need a stand up or a meeting.

Choosing a project management tool for ERP projects depends on various factors such as the size of the project, team collaboration needs, and specific features required. Here are some popular project management tools that are often used for ERP projects: * Microsoft Project: A classic choice for project management, Microsoft Project offers comprehensive planning and tracking features. It integrates seamlessly with other Microsoft Office tools * Smartsheet: Combining spreadsheet-like interfaces with powerful project management features, Smartsheet is often chosen for its flexibility and ability to handle complex projects.

In my experience Data is the biggest project killer. So I would emphasize on having the right Data migration and integration tools.

It is a common practice to implement ERP without process reengineering. At the end you get different looking screen, with the same dysfunctional processes (chaos). Before implementation, you have to redesign you processes from CUSTOMER's perspective to magnify the value for THEM. And only then you can implement your ERP. Customer don't care what ERP you are using, what he is interested in - is VALUE you deliver!

O gerenciamento de projetos através de ferramentas específicas (a do seu gosto) aliado a discisplina da equipe em atualizar a todos das entregas planejadas terá um peso bastante significativo no sucesso do projeto. Um bom projeto geralmente é aquele que pouco se desviou do planejamento original, portanto, perseguir o projeto na sua vis?o inicial é uma arte que garante entregas prometidas, respeita or?amentos e prazos. O cliente quer mais? Conclua o projeto, construa com ele um novo projeto complementar e repitira o processo de fidelidade ao que foi especificado e planejado.

In a previous implementation,although a project plan was there. However, there were so many struggles ahead to align client’s expectations with the new platform. In my view, integration tools and ease of data migration are one of the core elements that secures a safe move feom legacy systems to a well aligned ERP. An ERP experience is brilliant, however, it may turn out to total mess, with lots of struggles from user’s side if not properly aligned with expectations. It is advisable to take a top-down approach when implementing an ERP, as this ensures top management involvement throughout the phases of the implementation before it gets too messy. PS~don’t leave your fate in users’ hand ?? - ERP implementation is not an easy process

Improper or incomplete planning for data migration from a legacy system or a paper stock to the new ERP schema brings in the maximum lag in the project plan. 1) Prompt the customer at the start of the project to review the codes for items/customers/vendors/ other masters. 2) Prompt the customer to clean up the master data to remove redundancies and inactive codes. 3) Ensure that the data migration tool is updated with the latest version of the ERP, otherwise you are going to end up with a lot of <null> values. 4) Always deploy any software or data update in the sandbox before the production environment. 5) If possible, use the interface to input master data (of course, if the volume of the data permits). 6) Have the data owners verify data.

Data migration and integration tools are crucial for seamless data flow between systems. Examples include Apache Nifi, Talend, and Microsoft SSIS. These tools enable the efficient transfer of data from one platform to another, ensuring consistency and accuracy. They also support real-time data synchronization, transforming and mapping information to maintain coherence across different databases or applications. By automating these processes, data migration and integration tools enhance efficiency, reduce errors, and contribute to a more unified and well-connected IT infrastructure.

Data migration from legacy system to new ERP system can be one of the most important factor for the success or failure of an ERP project. Most often companies undermine the importance and efforts required for data migration...be it Master Data or Transaction data (historical, recent & current). For a large ERP landscape - master data management (MDM) and Master Data Governance (MDG) modules/tool deployment will increase the chances of the success of ERP implementation project. For data migration - more than the tech tool -- Data Migration approach, plan, execution, checks & balances are rather important for the project success.

Data Migration and Integration Tools are vital for any ERP implementation. We should take care of below points Accuracy and Completeness: Ensure data accuracy, completeness, and consistency. Prevent Data Loss and Duplication: Robust validation prevents loss, duplication, or corruption. Automation and Streamlining: Automate processes, reducing manual effort and time. Enhanced Efficiency: Improve operational efficiency by focusing on strategic initiatives. Compatibility and Scalability: Compatible with various formats/systems, scalable for growth. Risk Mitigation: Mitigate risks like data loss, security breaches, and compliance issues. Continuous Improvement: Adapt to changing needs, ensuring long-term success.

Testing and Training are intrinsically linked, as often, my training team are instrumental in developing test scripts for our customers. However, turning these passed scripts into meaningful exercises for either classroom based or eLearning based consumption is an art that should not be taken lightly. This learning needs to also be blended with other interventions and supporting materials, to support the differing learning needs/styles of the user community adopting the system. In application support tools such as SAP Enable Now, Oracle Guided Learning and WalkMe really do enable adoption and support users post go-live.

Sin duda alguna, el contar con un ambiente de prueba es una magnífica opción para con ello efectuar las validaciones de los procesos a realizar y revisión de reportes a obtener. Contar con este ambiente no solo es crucial previo a la implementación sino también en el futuro, dado que siempre surgen funciones y procesos nuevos a desarrollar que no es lo ideal validarlos en el ambiente real ya que se corre el riesgo de afectar el funcionamiento y data normal.

Testing and training tools play a vital role in software development and user education. Testing tools like Selenium, JUnit, and TestRail assist in automating and managing software testing processes, ensuring reliability and functionality. Training tools such as Articulate 360, Adobe Captivate, and Moodle help create engaging and interactive learning experiences. These tools support the development of training materials, assessments, and simulations, fostering effective knowledge transfer. By incorporating both testing and training tools, organizations can enhance software quality, minimize errors, and empower users with the skills needed for optimal system utilization.

As far as SAP as an ERP is considered, there are multiple tools to ensure testing is executed correctly with proper documentation and record. SAP Cloud ALM encompasses the entire lifecycle of the project including testing validations which makes it easy for the users to record their results.

A implanta??o de um novo sistema de ERP, pode ser considerado com uma mudan?a de cultura da organiza??o, visto que muitos métodos de trabalho sofrer?o uma drástica mudan?a. Ter disponível um ambiente de teste, ajuda a organiza??o na elimina??o preventiva de possíveis erros na interpreta??o da funcionalidade fim. Saber emitir, liberar e disponibilizar uma simples ordem de compra ou de produ??o em um novo sistema de ERP pode ser uma tarefa difícil, ainda mais quando coloca em risco o andamento da produ??o.

In ERP implementations, change management is essential due to the profound impact the system has on the organization's processes, workflows, and culture. Here are the few reasons which need to be part of the change management strategy 1. Process Alignment 2. Cultural Shift 3. Training and Education 4. Clear Communication 5. Managing Resistance

Change Management is one of the critical aspect of your ERP implementation that can make your ERP implementation either success or failure. One important aspect is communication, communication and communication. Focus on over communicating to ensure impact of ERP implementation is communicated to all stakeholders and they are involved in solutioning, to ensure buy in and ownership by stakeholders.

Change management is always about the people and the impact on them when deploying a new ERP. The change management team assesses how the new ERP will affect the organization and its people, not just the technology. Then, develop a clear plan with communication, training, and preparation activities to get everyone up to speed and ensure the organization is ready for the new ERP focusing in some key areas: - Empower champions by engaging key stakeholders and turn them into supporters of the change. - Ensure user readiness by addressing the knowledge or skill gaps to ensure everyone feels confident using the new system. - Manage expectations by keeping everyone informed and on the same page to avoid surprises and ensure a smooth transition.

Most of the ERP teams struggle during the implementation as the scope of the engagement is not clearly defined and the change requests are a frequent occurrence throughout the implementation cycle. A great change management tool is not just a nice-to-have; it's a must-have for any team struggling with ERP implementation. By fostering clear communication, engaging stakeholders, providing training and support, nurturing change champions, and enabling continuous improvement, it paves the way for ERP success in an ever-evolving business landscape. By embracing the power of effective change management, your team will thrive amidst the challenges of ERP implementation.

I have expertise in using Power Apps developed within Microsoft SharePoint for issue tracking and resolution in ERP implementation. This platform ensures efficient tracking, promptly addressing challenges. During collaborative work on a program portfolio with Deloitte, we employed a comprehensive dashboard and reporting system to monitor both active issues and those successfully resolved.

Tools are good. But great people, able to understand the business and needs, and effectively communicate the solution and outcomes are more important. Followed by an agreement among all parties on what is needed to be done and by when. On-site at the beginning of the project as much as possible is key not only to understanding the business, but also in establishing a great working chemistry. Keeping resources focused on the project, and not on multiple other projects at the same time, is important. And yeah, this is not about tools, but people.

Modern Cloud ERP comes with built-in dashboards and board metrics capable of producing real-time KPIs for the whole company and by line of business/department/function. For example, for a services organisation, KPIs like project milestones, budget utilisation, resource allocation, project profitability analysis are available out-of-the-box. Importantly, a great ERP system is only "great" if the user adoption is high. So, continuous education, knowledge reinforcement and support by top management are required.

Large ERP implementation fails or delays not solely due to lack of tools; it fails due to lack of planning and having the right resources.

It is very important to ensure the customer understands the limited ROI on ERP. There are many latent benefits in efficiencies gained. Performance of ERP deployment is heavily skewed towards the resources and the tools used. A situation of manage by acronym happens quickly and very skewed situational report can produce unwanted outcome. The consultant before the tools for better success. Skills, skills and then some mores skills.

A successful implementation of ERP needs handholding continuosly. Hence a great implementation partner will provide annual support not just system support but advisory as well in terms of compliance, optimisation, process reengineering, check and review, change management, and meeting audit requirements

In my opinion, the best gift that we can give any team especially an ERP team is the gift of listening. Everyone in the team would have a wealth of experience, knowledge and expertise to share. Listening to understand enables them to share their perspectives and solutions towards the situation. This unearths valuable information available from the team and helps them focus on the way forward. Sometimes the solutions we are looking for is with the team. The ones who are capable of solving the problems are the ones close to it. Also use the teams network and extended network. We can never underestimate the power of a dedicated and empowered team

To be able to solve a problem it is important to know the source of the trouble. What is the reason behind? Is it for example missing information, a lack of communication, a problem with motivation, not having clear goals, unclear business processes, working without an integrated approach? Struggling in ERP implementation can occure on many fronts. To find out these problem sources an effective tool can be the PROSCII triangle. This triangle is checking the Leadership/Sponsorship, the Project Management and the Change Management area's based on an integrated approach. Using this tool can define the problems which makes it possible to choose the further tooling you need to return to a desired way of implementation.

Tools are secondary for the success of an ERP project. Per my experience followings are important factors for the success of ERP project: 1. Executive Sponsorship for the project - Board representative should be the executive sponsor of the project. 2. Clearly defined & understood scope ...and co-related with the outcome/benefits of the project...quantifiable benefits 3. Robust Program Management 4. Right ERP product as per the industry requirements of the company and solutioning 5. User Acceptance Testing - Final toll gate for organization to ensure quality. Most of the companies undermine importance of UAT 6. Data Migration & validation

team is struggling in an ERP Project depends on which side you are: 1) If you are a part of Business team: - it means you are not aware of the software or you are not trained - ERP product owners are struggling between their day job and project - Project plan is aggressive w/o buffers - Involvement of IT team is much greater than business IT - Very less buy in from business (no OCM) 2) If you are a part of consulting team: - You hv not understood the core business processes to start with - Your relations w/ users is very weak, they don’t share with you much - Very weak data cleansing - too many issues post golive or UAT - test cycles crashed to minimum (high leakage of issues) - users bugging with you queries means bad user trg

En 2024 des problèmes substantiels de mise en ?uvre d’un ERP ne sont pas admissibles … aucune société ne peut se lancer dans un projet ERP si les conditions initiales nécessaires à sa réussite ne sont pas établis au départ : objectifs clairs de la direction générale qui doit assurer directement la ma?trise d’ouvrage, le choix d’une équipe de ma?trise d’?uvre professionnelle justifiant de références clients totalement satisfaites, utilisant une méthodologie complète et éprouvée et disposant d’un encadrement senior stable est la garantie d’éviter tout problème critique voir insoluble … les difficultés sont du seul ressort de la direction générale ??♂?