#4: Not Prioritizing the User Experience Lack of attention to the user interface can result in under-utilization of the solution. The new generation of technology users expects an Amazon- or Apple-like user experience from their ERP system. Some enterprise solution providers have invested billions of dollars in re-developing and upgrading their
ERP Project Management
In-depth insight and ERP Project Management articles.
Get insight about project plan creation, ERP project management, best practices for functional teams and the project steering committee.
A lot can go wrong when an ERP system goes live. Critical severity defects, security holes and other technical problems can cause disruption, wreak havoc on operations, bring your business to a dead stop, and even result in multi-million-dollar lawsuits. With careful planning and process, however, your go-live can be a smooth, seamless
#3: Excluding Critical Users from the Process The IT department and the C-suite do not own (and may never interact with) your core business processes. So the project team should include key people – end users and functional managers – from across your organization who are regularly involved in those processes. When the right people are involved
#2: Less-Than-Thorough Requirements Gathering Organizations invest in ERP to enable greater execution and efficiency. So it makes no sense to implement a solution that simply automates your existing processes. It’s easier and faster to take that approach. But as business process improvement experts say, automating a bad process just makes the
#1: Poor Project Planning It’s not possible to overstate how essential proper project planning is to ERP implementation success. And, in our experience, most organizations significantly underestimate the time and resources required to do it methodically and comprehensively. Here’s why it’s important: For a complex project like an ERP
A modern ERP solution can supercharge your organization. But its implementation is one of the most complex and high-risk projects your organization will ever undertake. And it is extremely easy to make mistakes. These are The Seven Deadly Sins of ERP Implementation: DEADLY SIN #1: Poor project planning It’s not possible to overstate how
As U.S. companies continue the transition to remote work, possibly for the long term, ERP project teams continue to face significant challenges in management, coordination, communication and collaboration. And organizations that planned to start a much-needed ERP project are wondering whether to proceed or wait until the day – Sometime next year? –
The rapid spread of COVID-19 means that we’ve all seen new challenges in our companies. We at Ultra Consultants are largely a remote workforce, but that doesn’t mean that we didn’t also experience some difficulties. As the CDC issued guidelines for social distancing, travel was canceled, and our clients came to us with questions on how to
Is your ERP project on hold? Many manufacturing and distribution organizations put an ERP project on hold for a variety of reasons. It could be that the needed resources are not available for such a major undertaking. An enterprise technology project demands that all units of the organization are ready to apply funding, staffing, IT and other
When it comes to ERP readiness, key milestones are crucial such as getting stakeholder buy-in for the project as well as taking the time to effectively evaluate and select the right vendor. Also critical is getting an internal sponsor, building the right team, ensuring all colleagues get the support they need during the changes that
Private Equity firms face a unique set of challenges when considering enterprise technology evaluation, selection, and implementation. When the “buy-to-sell” goal is to acquire manufacturing and distribution companies with the intention of aligning and integrating them profitably, there is no room for manual processes, stand-alone point solutions,
A handy checklist helps manufacturing, distributing companies locate the best ERP consultants. We often talk with manufacturers and distributors about their enterprise technology initiatives, and the specific role an ERP consultant can play in evaluation, selection and implementation. Most project teams from mid-market manufacturing and