ERP Project Management Playbook
Successful ERP project management is about much more than installing a new system.
An ERP implementation brings together people, processes, data, technology, suppliers and business priorities. All of those elements need to move towards the same objective if the project is going to deliver a working solution rather than simply a piece of software.
My ERP Project Management Playbook provides a practical framework for taking an ERP implementation from initial preparation through to a controlled transition into business-as-usual.
A Practical 7-Stage ERP Project Management Framework
Every ERP implementation is different, so I do not believe in forcing every business into an identical project plan.
Instead, I use seven clear stages that provide structure while allowing the detail of the project to adapt to the organisation, the ERP system, the resources available and the challenges that emerge along the way.
- Preparation & Kick Off – Define the project, establish the plan and prepare the team
- Study – Understand the ERP and how it can support the business
- Build – Turn business requirements into working processes
- Test – Prove that the complete solution works
- Train – Prepare the business to operate the new processes
- Launch – Move safely from the legacy environment to the new ERP
- Transition to BAU – Stabilise the solution and transfer ownership into the business
Stage 1: Preparation & Kick Off
A successful ERP project starts by establishing exactly what the business is trying to achieve and how the project will be managed.
This stage brings together the Project Brief, objectives, scope, expected benefits, implementation strategy, project plan, budget, risks, governance, project team and communications.
It finishes with a structured Kick Off that gives the team a common understanding of the project and how they will work together.
Explore Preparation & Kick Off →
Stage 2: Study
The Study stage gives the Core Project Team the opportunity to understand the new ERP before trying to redesign the business around it.
The team begins using the system hands-on, learns its terminology and standard functionality, identifies potential gaps and starts considering future processes, data ownership, integrations, modifications and migration requirements.
Stage 3: Build
The Build stage converts the project objectives into working business processes.
Processes are developed individually and then connected into complete business flows. Modifications and integrations are specified, migration requirements are developed and realistic test scenarios begin to emerge.
This is where the blueprint for how the organisation will work after implementation is created.
Stage 4: Test
ERP testing needs to demonstrate that the complete solution works in realistic business conditions.
Testing progresses from individual processes to complete flows, business scenarios and realistic migrated data. Integrations, security, different user roles, exceptions and operational issues are tested together rather than in isolation.
The objective is simple: find the problems before the business goes live.
Stage 5: Train
Training is not simply about teaching people which buttons to press.
Users need to understand the new business processes, how their role fits into the wider ERP flow and where responsibility passes from one team to another.
This stage also provides an opportunity to test whether the organisation itself is ready through competency checks, Super Users, practical exercises and volume testing.
Stage 6: Launch
Go-live should be a controlled business event rather than simply a date on the project plan.
The Launch stage brings together final data migration, reconciliation, integration cutover, user access, support arrangements, contingency planning, communications and formal approval to proceed.
The decision to launch should be based on evidence that the business is ready.
Stage 7: Transition to BAU
The ERP project does not finish when the system goes live.
The final stage stabilises the new environment, resolves post-launch issues and gradually transfers knowledge and ownership from the project team into business-as-usual.
Super Users, process owners, data owners and business managers begin taking responsibility for the system while change control and continuous improvement replace project delivery.
ERP Project Management Across Every Stage
The seven stages provide the structure, but effective ERP project management runs across the entire lifecycle.
Throughout the implementation I maintain focus on:
- Project objectives and expected outcomes
- Project planning and milestones
- Business resources
- Budget and costs
- Risks and issues
- Supplier management
- Actions and decisions
- Communication
- Team workload and engagement
- Project governance
- Business readiness
The objective is not bureaucracy. It is to give the people responsible for delivering the project enough structure, visibility and control to make good decisions.
An ERP Project Is a Business Project
The software supplier knows its system. Your employees know your business.
A successful ERP implementation needs to bring those two areas of expertise together.
My role as ERP Project Manager is to lead that process: coordinating the project team, challenging assumptions, managing suppliers, identifying risks, driving decisions and keeping the implementation focused on the business outcomes it was created to deliver.
ERP Project Manager for Hire
I can provide independent ERP project management from the beginning of an implementation or join an existing project that needs additional structure, leadership or momentum.
I can support your organisation through one stage of the Playbook or manage the ERP project through the complete lifecycle.