ERP Implementation

Who's Really Running Your ERP Project?

Client accountability isn't optional. It's the difference between a project you control and one that controls you.

While this can be a slightly inflammatory thing to say in today's climate, the reality is this: We have become a society deeply obsessed with credentialing and 'trusting the experts.' We were brought up in schools on this concept of 'specialization' which is another way of saying we are taught to stay in our lane. I am here to say now, the ability for people to understand concepts outside their lane still exists. We are still critical thinkers. A mistake that can be made on the client side of an ERP implementation, often pushed from the vendor side, is because they understand the technical on how to set up an ERP system, this means the client has no say on the matter. Decisions like timeline, approach, ways of working, and more are all areas the client should have input.

You don't need to have a certification to take part in the decisions. A healthy relationship with a vendor would be much like any other relationship you have with specialists in your life (like doctors, mechanics, plumbers, etc.). Based on information you show them and tell them (current state), they may have a recommendation on approach. This could include tools used in the solution, how long activities will take, internal staff included, and so on. As the client, you should understand the recommendations and work with them to refine it.

There will almost certainly be technical, organizational, or other details you know that impacts the feasibility of certain recommendations. This would drive an option made, or require working together to build a whole new one, based on all the variables, between the vendor's knowledge on the system and you working to understand how to fit that into your business. They know the ERP tech better than you. You know your business better than them. Both inputs are required for a successful project. There is no such thing as one-size-fits-all here.

'Staying in your lane' as the client is a very dangerous place to be. Assuming you are a business that does not have a dedicated in-house resource helping drive this project (if this is the case, you should have one!), it can be very easy to fall into this trap, as you likely are doing this for the first time. Do not allow this mindset to prevent you from advocating for your company. Remember, when all is said and done, your leaders will hold you responsible for the project, not the vendor.

When you don't take control and accountability of your ERP project, this leaves the vendor to run it for you. This may seem great, but this isn't like getting plumbing done on your house, where you describe the problem, they analyze, provide recommendations, then you approve, allowing them to do the work on their own. An ERP project is an endless stream of decisions and judgment calls that require all kinds of considerations, like mentioned above.

So what does this actually look like? Let's talk through some of these decision points. There are many more than what is shown below.

Timeline and Sequence of Events

The one thing you can actually control

The vendor will provide you the project timeline prior to the project (with the caveat that it will likely be updated after discovery). This is your project. That timeline is up for discussion. If something does not make sense, talk through it. Maybe you notice two events running at the same time when there's no way from a resource standpoint that's possible. Perhaps you notice testing or training looks short. Do not be hesitant to call these out.

Staffing

Where vendor interests meet your project needs

Remember, billable hours is how vendors make money in ERP projects. It is in their financial interest to staff well (unless they are worried it would become cost prohibitive for the bid). If you are seeing staffing that seems bloated or you are unclear what someone's actual role is, call that out. Additionally, in their proposal, they should note how much time from your internal employees will be required on the project. You must review and ensure it is feasible. You may need to make a decision for resources that will be heavily required. So make sure you agree with the assessment before you make your backfill plan.

Future Processes

The decisions that shape your competitive position

Likely in scope for your project is process redesign for your operations. This is a major, high impact decision for your business. Your process is what differentiates you from your competitors. On the flipside, that does not mean there is no opportunity to improve the process. For each process, you will need to decide what you redesign to match the out of the box functionality of the system, versus what you customize or build for. This decision has a large impact to your business, as well as the project cost. It is important you fully understand the implications of the decision. Your business lives with the consequences, so be present in the decision and involve the key decision makers to work through it with the vendor.

An important point to add here though, is just like your business has interests, the vendor you are working with also has their own interests, even the most ethically run firms. If they are left to make their own decisions for your project, they are human, so don't be surprised if decisions recommended benefit them more than you. This is when it is critical to leverage your knowledge of the business, the project, their recommendations, and common sense to question what is provided to make sure it is tailored to your situation.

Never forget: If you are a lead on this project for your company, you are accountable for its success. If a failure occurs, you will likely be held to this. I'm not sure about you, but anything I am being held accountable for, I want to be sure I understand what is going on with it intimately and I am ensuring if I have a concern, I voice my opinion, even when others may understand a technical aspect better than I do. I even surprise myself often speaking up on something and correctly identifying something my technical resources missed.