ERP implementation checklist

What is important?

Freddy Czaja

In the beginning there is the idea: we need a (new) ERP. If the whole thing then becomes reality, it requires a structured approach from the beginning. In this article we want to show what you have to consider when launch a new ERP. Together with the article "ERP Introduction Phases", you will then have a guideline to better understand processes, between client and contractor, and give your project positive impulses.

START & PREPARATION OF THE ERP PROJECT

- Formulation of initial project objectives
- formulation of the most important requirements
- Desired time of ERP implementation
- What cash resources are available?
- Are there experiences in the company?
- Definition of the internal project manager and the team
- Kick-off event
- Risk assessment

ACTUAL STATE ANALYSIS & CREATION OF THE REQUIREMENTS SPECIFICATION

The actual state analysis is a prerequisite for the preparation of the requirement specifications. The specifications are drawn up by the company (client) and formulate the goals and requirements of the company. The specifications are the basis for a tender of the ERP project and the cooperation with the contractor. When commissioning an external company to carry out the ERP integration, it serves, among other things, as a first list of requirements, which is specified and improved (later) with the help of the ERP service provider. The specifications will ultimately form the contractor's functional specification.

POSSIBLE AREAS OF THE REQUIREMENTS SPECIFICATION:

- Introduction
- Description of the actual state
- Description of the target concept
- Description of interfaces
- Functional requirements
- Nonfunctional requirements
- Schedule
- Delivery
- Acceptance criteria

SELECTION OF THE ERP SOFTWARE

Choosing the right ERP software is probably the most important task when implementing an ERP. Hundreds of different software do not make it easy to make the right choice. Decisive for the selection are the processes to be mapped. Here, a separate checklist should be created, which shows the process requirements (specification) and then the generic requirements such as license costs, scalability, operating system, interfaces, database, future security or special features such as browser-based or open-source.
In many cases, established industry solutions are the first choice for specific industries. In any case, the future-proofing of the ERP and, of course, the ongoing costs plus licensing fees, if any, are important.

MOST IMPORTANTLY

- Check future-proofing of the ERP
- Check industry solution

POSSIBLE ERP AREAS

- Financial Accounting
- Warehouse management
- Finance
- CRM
- Human Resources

SPECIAL REQUIREMENTS

- Analysis finances
- Customer
- Chaotic storage

TECHNICAL ERP REQUIREMENTS

- Operating system
- Database
- browser-based
- Royalty Free

OTHER REQUIREMENTS

- Scalability
- Open source
- Language
- Mobile work
- License costs

SELECTION OF THE AGENCY

After selecting the Enterprise Resource Planning software, the selection of the ERP service provider follows. Here an experienced partner should be selected, who already has many ERP launchs and has correspondingly many references. It also makes sense to contact customers of the ERP service provider to find out more about the quality of the work. When making the selection, it must be ensured that the ERP service provider has sufficient capacity to be able to carry out the project on a timely basis - it should also be asked how many full-time employees are available for the project. Last but not least, the price is crucial, compare the hourly rate or the total price

ACTUAL STATE ANALYSIS (WITH THE AGENCY)

If ERP and service providers have been selected, the ERP service provider must become thoroughly familiar with the client's processes. This can only be done in cooperation with the contractor to ensure a high level of understanding on both sides. The actual state analysis is not only the basic building block of the future ERP, but also reveals possible problems through joint teamwork, which must be solved in the new ERP.

COMMON ACTUAL STATE ANALYSIS

- Capture the current business processes
- Which processes are as shown?
- Which processes are not mapped?
- Which processes are insufficiently mapped?

CONCLUSION:

- Which requirements exist?
- Which requirements are must-have?
- What can we learn?
- What can we improve?

CONCEPT & PLANNING (WITH THE AGENCY)

Successful ERP implementation requires precise planning. First of all, the many different requirements must be grouped together to create a clear structure. This is best done inside a backboard, so that project participants can work together better and create a common understanding. If you have now summarized the large areas (requirements), with their subordinate requirements, the respective small tasks (task) can be created for the requirements to be realized. The smaller tasks are planned separately and come into the sprint board (sprints are time-limited phases in which part of the ERP is implemented).

Once all the requirements have been compiled and split up, the scheduling can be carried out. Timing includes the various sprints, releases, and rollout. Also important is a project management software to always have the full overview.

SUMMARY

- Creation backboard
- Group requirements
- Timely rough planning
- Create tasks
- Sprint planning
- Planning software
- Planning development environment
- Planning release
- Planning rollout

IMPLEMENTATION & INSPECTION

The implementation of the requirements is usually carried out by programmers. Clients, together with the ERP service provider, should regularly review the results to ensure that what they really need is being implemented. It is important to respond quickly and effectively to changes in requirements in order to create profitable software (agile software development). Likewise, the schedule has to be checked regularly in order to react in good time if necessary.

SUMMARY

- Implementation by programmers
- Regular review of results
- Improve the requirements
- Regular check of the schedule

TRAINING

Training of employees should begin even before the rollout. This is important so that employees get used to the new software piece by piece. It has proven useful to train certain employees more intensively, who can then pass on their knowledge to colleagues. After the implementing of the ERP, the training will be continued, so that each individual employee can operate the ERP software well.

SUMMARY

- Training of all employees
- Training begins before the rollout
- Increased training of certain key persons
- Training after the rollout

ROLLOUT

Before the real rollout there should be at least one trial rollout. This is important in order to identify and solve any problems in good time. This should be done with "fake" customer data to act in a realistic manner. The rollout is usually done at a time when the company is not working fully (in the evenings) to avoid disrupting critical business processes. It is also important to have an emergency plan if the rollout fails for any reason.

SUMMARY

- At least one trial rollout
- Testing with "fake" customer data
- Rollout after work
- Emergency plan in case of failure of the first rollout

RISK ASSESSMENT

The implementing of ERP also includes a risk assessment, so that the company's managers are aware of the dangers of implementing ERP.

OPEN QUESTION

- Which are critical system processes and business processes?
 What precautions have to be taken to be able to continue working normally after the rollout fails?
- Are the time goals realistic until the ERP implementation?
- Are there enough resources if the budget is exceeded?
- Are the requirements and goals of the new ERP the right one?

About Freddy Czaja

SEO is the air he breaths. If it has a bit of Oxygen, he doesn't care/ He like his coffe black and cold.