Expectations for the ERP project go live. The go-live day marks both a new beginning and an end, filled with anticipation and anxiety. It culminates months of work, including training, data cleansing, system design, and testing. While factors like the start of a new fiscal year or the end of support for the previous system may dictate the go-live date, it’s not always wise to launch just because the calendar indicates it’s time.
Before launching the new ERP project, you should have a few essentials in place:
- It is essential to ensure that all data has been input, reviewed, and confirmed.
- For the conference room pilot to succeed, everything—from software and hardware to documentation and personnel—must work perfectly. The risk of going live with the assumption that “everything will be fine” is significant.
- Every department head must visibly and audibly support the new system. Any hesitation, ambiguity, or caveats can undermine the staff’s determination to overcome teething problems. Reversing a failed go-live is a monumental task, so if clear support isn’t provided, it’s crucial to halt the rollout, regardless of the chaos it may cause.
- Additionally, everyone must acknowledge that teething problems are real. Eventually, Murphy’s Law will kick in, and mistakes will happen, as even reviewed data can be incorrect. It’s vital for everyone to understand this and know the measures in place to address it. Returning to the old way of doing things should not be considered a backup plan and must be completely ruled out.
While not mandatory, a few additional items can be quite helpful:
- During the ERP project go-live, it’s wise to provide key trade partners with labeled samples (marked “SAMPLE!”) in advance if significant changes will affect documents visible to customers and suppliers, such as invoices and purchase orders.
- Another effective strategy is to notify clients and vendors in writing about the new system implementation, requesting their understanding and patience in case any issues arise.
- Finally, users will likely experience go-live nerves. You can help them feel more capable of managing everything by providing clear instructions detailing their responsibilities. These records will also be invaluable later when team members are sick or on holiday.
Remember that if something goes wrong, the system—and by extension, the implementation team—will bear the responsibility. It’s important to remind all employees that they have received training and are the rightful owners of the data, which they have verified.
The implementation team plays a crucial role in addressing issues that arise during go-live, but they should not be blamed for these difficulties; their purpose is to help find solutions. This means that everyone must understand the root cause when problems occur.
If there is a genuine system issue, everyone should be informed. However, if the problem lies with individuals, that should also be communicated. When organizations allow “the system” to take the blame for human errors to spare feelings, it’s no surprise that trust erodes, leading people to revert to paper and spreadsheets.
Moreover, fixing mistakes takes more time than making them during go-live. That’s why businesses need assistance from their system supplier’s consultants and any other available resources.
Some companies try to cut costs in this area, but it’s frustrating to see expensive consultants doing nothing but sipping coffee. Nonetheless, businesses should not skimp on support in this critical phase.
ERP project: Following launch
After overcoming initial teething problems, the system is now online, and the team must take on important responsibilities. Following the go-live, users should be encouraged to document any issues or concerns with the new system.
While the implementation team can resolve most problems, unresolved issues after one, three, and twelve months should prompt a return to external consultants. Companies often struggle with minor annoyances that could be fixed quickly if they avoid the “cost” of these evaluations.
Naturally, not every issue can be resolved. However, users should understand that while not all reported problems will be fixed, unreported issues will remain unaddressed. The initial rationale for the new system should include objectives like reducing inventory, improving service levels, and decreasing debtor days.
It’s crucial for the team to consistently track its progress against these objectives. If results fall short, the team must identify system shortcomings, possibly with help from external experts, and develop solutions.
Conversely, it’s essential to inform all employees whether the system meets or exceeds expectations. Regular updates will boost their confidence in the system and enhance their efficiency.
Additionally, the business should ask their system provider about user groups and maintain contact with these organizations to learn from others’ experiences. It’s also wise to keep in touch with implementation consultants informally.
While they may not provide free consultations, most consultants are willing to answer basic queries via phone or email.
In summary
A group of individuals has developed an exceptional understanding of the organization and its systems. We can leverage their knowledge. By monitoring the organization’s performance and adapting to changes, we can continuously fine-tune the system to meet evolving business needs.
During an enterprise resource planning (ERP) project go-live, consultants provide valuable guidance to assess the system’s impact and potential benefits, especially after significant changes like mergers or new product launches. You can also tap into their expertise to explore alternative approaches, some of which may offer greater advantages.
Now that the business has invested in its new system, it can begin to realize a return on those investments.
