There are companies that make the whole process of implementing an ERP due to the consultants. On the other hand, no one knows the company better than its own employees. So the alternative that optimizes the entire process is that of a mixed team composed of consultants and client company employees. If well managed, this team emphasizes the technical knowledge and experience in deployments of consultants and the knowledge of the organizational culture and internal processes of employees. The implementation of ERP systems, by default, takes place in four distinct steps:
- Situation Survey
- the current business process analysis;
- Survey of specific aspects of the company’s business;
- Data Conversion Planning.
- Definition Blueprint (desired situation)
- Environmental Preparation for prototyping;
- Decisions as to how the discrepancies will be eliminated – through parameterization, customization or changes in the organization’s procedures;
- Identification of interfaces, if necessary, with other systems;
- Definition of access levels, security and control.
- Configuration, Customization, Testing
- Programming the planned customizations;
- Programming interfaces and conversion programs;
- Development of new procedures and controls;
- Integrated module for testing and testing;
- Training of end users.
- Go-live (start-up)
- the final preparation processing environment;
- Plan definition for start-up;
- Migration of data from legacy systems;
- Key upset or start operation.
The first decision that must be taken is to define which modules will be implemented, which will be implemented and in what order will be implemented. There are basically two ways of implementation: in phases or modules which are implemented successively with different dates for the start of operation; or complete, where all modules are implemented simultaneously, with the same date for start of operations. This latter form is called the “big bang”.
You cannot simply define what is the best strategy because it depends on the project objectives, the willingness to change, the investment that is intended to do, the risks intended to be run and even the technological constraints of the company. But it is clear that the way in phases is safer and allows the project team to gain experience before putting important processes in the new system. However, this requires the development of an interface of legacy systems with the new ERP, a task that requires resources, time and whose work will be completely discarded at the end of the project.
Some critical factors that must be considered in the software selection stage to be acquired or developed:
- Commitment from top management to the process from the beginning;
- Knowledge and communication across all levels of the possible benefits and potential difficulties of ERP systems;
- Understanding that will probably be necessary to change the organization;
- Involvement of users from the outset and obtain their commitment to the selected alternative;
- Choose a project leader who has negotiating skills and project management and experience in conducting organizational changes.
Finally, if the directors of a company decide to implement an ERP, they should pay attention to these critical factors in selecting the right software to be purchased or the end of a question and ensure development that these points will be considered.