ERP implementation plan template: When it comes to enterprise ERP implementations it’s usually better to apply more, rather than less, planning. However, believe it or not, many folks just don’t know how to begin the process. Â
If you’re a chief information officer, chief technology officer, or IT manager and you ever find yourself in the middle of a business conflict like this, I have a pro forma what/why implementation template that can help you transition from “thinking” to “doing” before you become bogged down by the technical details.
ERP implementation plan template: It should lead you in the right direction, but bear in mind that it is mostly a fly-by-night framework based on administrative pre-installation administration.
Admin level
Strategic/tactical business case(s)
The main justification for ERP becomes apparent at this point. No one in “supervisory” management will ever buy into a complicated system unless its worth to the company can be clearly identified. You will fail miserably if you carry out this assignment poorly. The flip side is that you may increase your chances of success by doing it well.
Systems requirements
Here is when the benefits and drawbacks of operations become apparent. This assignment will determine your thinking skills, so proceed with caution.
Multi-level budget plan
Here is when things get very rough from an economic perspective. You will regret it in the end if you skimp on this. As a general rule, “more is better” works well.
Partner selection and validation evolution
It is dangerous to go it alone with ERP. As a result, you must assemble the appropriate team members at the appropriate moment. Pick carefully.
Select and charter project management team
With the help of these operators, your ERP reality will be guided. Here we have another noteworthy “choose wisely” moment.
Internal/external communications plan
Enterprise ERP systems are complex and touch ‘everything’ directly or indirectly. Consequently, you need to establish a proper set of messages to keep your herd of cats in line. If you do it badly, you lose the confidence of all parties, thereby running the chance of falling off the road sooner, rather than later.
Benefits finding
This endeavor is considered pointless by some. But I’ve discovered that creating and sharing a formal “Benefits Finding” with the business, in conjunction with the communications strategy, helps keep everyone focused on the “why” behind the initiative.
Senior management validation/sign-off, i.e. CEO/COO/CFO/divisional managers/line managers
The accomplishment of this business validation depends on all that before it. If you succeed, you go to the next level; if you fail, you might as well go home.
Workforce standup
Training assessment
While you are doing the pre-mount intellectual work, plan on executing an enterprise training assessment to define the quality of your overall workforce. In simple terms, this means how ‘smart’ your workforce is, and how quickly ’new ideas’ are accepted. Remember, ‘the system’ itself will be happy to lie around and do nothing unless your workforce is ready as soon as you turn on the lights.
Customize training materials
When the evaluation is over, this helps with the corrective work. At the workforce level, it will be crucial to everything, but it also symbolizes a strategy inside a plan.
Core team training
Line managers, or those whose job it is to instruct subordinates on how to use the system, are the primary targets of this training program. Keep in mind that this endeavor signifies a shift in training emphasis, necessitating distinct components of the assignment.
End-user training
The core workforce is now receiving education in the general population.
I indicated before that the aforementioned responsibilities are more appropriate to the management and administrative levels than the systems side. You may use this pro forma to lay out the groundwork for your ERP rollout strategy and then customize it to meet your specific needs.
