The dynamic of an ERP Implementation Project Team is so great that we created a two parts article. In the first article, we discussed the Project Managers (in the firm and client company), Sponsor, Lead-to-Cash, Procure to Pay, Record-to-Report, and Hire-to-Retire Teams. Now, we explore the second half of the team diagram (mainly the left side). Let’s dive into the three five resources that an ERP Team will need.
When all the functional teams generate data and run their processes into the new ERP, what do CXOs and managers do to analyse the company’s performance. They run operational reports. An ERP with comprehensive business intelligence capabilities is of paramount importance if a client wants. It is how the business measures value gained by the implementation. The information management will capture the operational information and transform it into management reports. This will enable the client company to make decisions and monitor its progress.
Proprietary ERP systems are written on certain programming languages (ABAP for SAP or SQL & Java for Oracle). Developers are called upon whenever the out-of-the-box ERP system does not respond to client requirements. Out-of-the-box is when you use the ERP system as it is, without any programmatic modifications. Given that every single client requires its fair share of developments, the project team will always have one or several developers called upon to code, test and implement programs in the system. Forms sent over to the client’s business partners are the developed objects. These become programmatic changes to satisfy the execution of a business process, interfaces between the ERP and other systems. Sometimes even conversions of data from one or several legacy systems to the ERP system. The acronym WRICEF (workflows, reports, interfaces, conversions, enhancements and forms) lists all the developments required into an ERP project.
The infrastructure team manages all the IT equipment of the client company. Hardware, servers, software installed on desktops, laptops, user authentication process, etc. The role of the infrastructure team in the ERP implementation is to put in place all the changes required by the arrival of the new ERP. They assist the teams in making decisions regarding the decommission of legacy systems, the connection with new hardware such as printers, the installation of new servers, and the company policy with regards to planned downtimes of the systems, etc. Sometimes, the implementation of a new ERP requires the client’s infrastructure team to recruit talent hands-on with that ERP software.
The implementation of a new ERP always has far-reaching consequences on the client’s organization. Redefined business functions and roles, improved existing business processes, and changing internal company procedures happen. Such an investment can take months or even years to bear fruit for the client company. Selecting the best project team for the solution to being implemented is a key activity. As a client, the following these pre-implementation tasks are very important:
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