Success in ERP system implementation

My name is Chen Schellas Naidoo  and I have been a Microsoft Dynamics 365 Business Central Implementor at abra for more than a decade.

In my profession, dynamics are the name of the game, and if you ask me, it’s what makes me wake up with a smile on my face every single day.

Each new project has its own challenges, team members, and diverse fields of knowledge. Since working at abra, I have taken part in implementing this system in numerous companies, startups, and plants in Israel and overseas. Each project has its own unique story. Over the years, I’ve come to realize that despite their differences, most projects have some common denominators.

Over the years, I’ve gathered a number of tips that contribute to the success of ERP implementations projects. Enjoy!

1. Try to maintain the standard system and don’t make changes to the core processes– Making changes to the system’s core processes could put the entire project at risk. It’s hard to anticipate the outcome of such changes. These changes may suit the current stage of the project, but could cause harm at later stages, following upgrades and changes.
2. Become familiar with the organizational language– Changes to an ERP system are often difficult and painful for the organization. Users may find it hard to understand the overall solution and as such, may be concerned with changes that they will have to implement in their ongoing work and workloads once the old system is replaced. In some cases, something as simple as keeping the same name for a screen, report, or process could help instill confidence in the concerned users.
3. Locate key people that can contribute to the success (or failure) of the project- The project’s success is dependent on its successful implementation in the organization. In some cases, a team leader or department head could cause a racket about the new system, indicating that the project is a failure – even if this is not the case (let’s not forget organizational politics that are always at play). In some cases, it’s worth giving special attention to such users, even explicit instructions from the CEO, to calm things down.
4. Talk to as many users and position holders as possible– During the specifications stage, it’s really important to understand all organizational processes. Senior managers are not always aware of some of the system’s uses. Having a short chat with different people in the company could help achieve a better understanding of the organizational language and needs. That way you can be sure that you haven’t missed any processes.
5. Manage the project based on a methodical process- The way I see it, an ERP project is a shared project between the organization and the implementor. The customer is a complete partner to the projects’ success or failure. That’s why it’s important to predefine the project milestones, including who’s in charge of each stage – to create complete cooperation throughout the project. It’s also really important to define the project scope and schedule in advance, to complete each stage in a timely and comprehensive manner. At abra, we use the Sure Step methodology by Microsoft.