Achieving a successful ERP implementation is never easy but it is near impossible when an organization is not on the same page as its ERP software vendor or systems integrator (SI). Implementation contracts are generally clear-cut and comprehensive but it is not unusual for third parties to overlook critical details.
An organization should ensure that its implementation contract addresses who is responsible for ERP critical success factors such as project management, data migration, customization and organizational change management. Some integrators offer fixed-bid implementation contracts in order to help organizations manage cost and risk but ultimately, it is up to the organization to plan ahead and define its business processes well enough to avoid unforeseen costs and keep its project within budget.
The table below illustrates what Panorama typically sees included in ERP implementation scopes, broken down by what is usually expected of third-party integrators and implementing organizations:
Some organizations choose to hire an outside party to provide independent oversight and ease the burden of ERP implementation. Panorama’s independent ERP consultants provide independent verification and validation (IV&V) to clients in order to objectively monitor their ERP project and position them for success.
While the success of an ERP implementation is dependent upon the efforts of the SI and other consultants the customer contracts with to assist, it’s the organization that has to know its business processes well enough to train end-users, manage risk and guide teams in developing the enterprise solution to best support the critical functions of the business. Ultimately, attaining the highest ROI from an ERP system is in the hands of the customer.
To learn more about how to achieve the most business benefits from an ERP implementation, be sure to watch our on-demand webinar, Lessons Learned From Best-in-Class ERP Implementations and visit our ERP Implementation page.
ERP Implementation Success: is it up to the Customer or the Systems Integrator?,