1. governance and mandate
1. governance and mandate
- Clear project owner (CIO/CFO/COO) with decision-making power.
- Steering group of key stakeholders that meets regularly.
- Project management according to phase and gate model (feasibility study, design, build, test, go-live, post-phase). See principles for structuring a project here.
2. Prepare the organisation
2. Prepare the organisation
- Change management is initiated at the start of the project: communication, leadership support, training plan. Se Ready Set Go methodology for change management here.
- Anchoring workshops with all levels of the organisation to avoid resistance.
- Roles and responsibilities matrix (RACI) for all business and IT activities.
3. Phased delivery
3. Phased delivery
- Minimum Viable Product (MVP) focus: deliver core functionality early.
- Incremental launches to quickly get feedback and spread early wins.
- Pilot operation in a limited business unit before large-scale roll-out.
4. Data quality and migration
4. Data quality and migration
- Data migration plan with profiling, cleansing and validation.
- "Golden record principle: one source for customer, supplier and item data.
- Data quality testing at each stage - facilitating troubleshooting and traceability.
5. skills and resources
5. skills and resources
- Balance internal resources against external experts - ensure deep business expertise internally.
- Training programme in roles: super-users, key users, support team.
- Knowledge transfer as a measurable deliverable - not just hourly reports.
6. Quality assurance and risk control
6. Quality assurance and risk control
- Controlled tests (functional, integration, acceptance) according to test plan.
- Risk register with owner, probability, consequence and measures.
- Portfolio overview: continuous monitoring of time, cost and scope.
7. Measuring value
7. Measuring value
- KPIs are defined before go-live (e.g. lead time, invoice cycle, stock turnover rate).
- Business value reviews after each phase to adjust plan and budget.
- Follow-up plan over 6-12 months to ensure gains realised.
Conclusion
Conclusion
A successful ERP implementation requires tight governance, early value delivery and active change management. By combining phased delivery, quality-assured processes and clear measurement, you ensure both acceptance and actual business value.
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