My approach to implement ERP

I’ve been challenged to blog a generic approach for an end to end delivery of an ERP solution.

My approach is supported by the methodology of Prince2, in the audit phase I’m using a Business Process Management Step.

The change mngt is governed by PROSCI / ADKAR.

This blog is being based on a hand full of ERP implementations which I’ve managed in Belgium, Netherlands, France, Germany and Switzerland.

Have fun.

Phase Audit

  • Define “as-is or current state” and “to-be or future state” bearing in mind:
    • processes
    • organization
    • localization
    • data / deliverables
    • apps (architecture / infrastructure)
    • quality
  • Develop evaluation criteria as part of the vendor software selection process
  • Create RFPs for software vendors and business consultants

To bring on board the value streams of an organisation I’m using a Business Process Master List which allows me to depict very quickly the core activities done at logistics (inbound), manufacturing / operations, logistics (outbound), sales & marketing. Secondly investigate the supporting activities from HR, finance, R&D, and procurement.

Phase Design

  • Define project cost, budget, and resource requirements
  • Gain executive buy-in, support, and alignment
  • Develop the most appropriate  implementation strategy and project plan
  • set-up the SLAs, KPIs, ROI, not to forget the “What’s in it for me”
  • Assess organisational and implementation readiness

Phase Implementation

  • Develop and implement an organisational change plan
  • Create a business case and performance measures to track ROI
  • Provide independent, third-party oversight of system integrator deliverables

Phase : Execution

  • case : implementation done by an external solution provider
  • case : implementation done by custom made

Phase : Transition

  • Live run of the processes
  • Conduct Pilot
  • Collect metrics to be achieved (SLAs, KPIs, stakeholders satisfaction)
  • Assess and improve