While only one project team was involved in the selection phase, the ERP implementation affects the entire company. The introduction of an ERP software is more than just a technical challenge: All teams and all hierarchical levels must be involved in order to fully establish the ERP software intelligently in the relevant business processes.
Strengths and weaknesses of the previous corporate organization are analysed, good things preserved, and optimization potentials raised. Depending on the size of the company and the number of locations, experience shows that it usually takes six to twelve months to go live, and a good ERP manager will work intensively with you during this phase to get the most out of your new ERP system. The good news: As a result, you not only have a new IT infrastructure, but all your processes are checked, optimized and digitized as far as possible as well as automated. Vulnerabilities in data quality and data security have been resolved and your processes subjected to a compliance and performance check.
As part of the ERP implementation methodology, you take your workflows to a whole new level and create a good basis for being prepared for the digital transformation. Your ERP manager is available to help you with advice and assistance and accompanies all steps with a professional project management.
But how does an ERP implementation work ideally? What mistakes are typical and how can you prepare for this challenging phase that will require you and your team to increase their commitment and agility for a limited time?
Typical phases of an ERP implementation methodology:
- Project planning
Normally when the decision for a particular ERP system has to be made, a rough plan of procedure already exists It now has to be refined and worked out in concrete terms: Dates, budgets, project team composition, task packages and responsibilities are best written down.
- Process analysis
Now comes the “As is analysis” of the business processes and the target definition for the collaborative ERP project. The adopted specifications serve as a template. Your ERP manager now gets to know your workflows in detail and works with your team in a common language.
- Process organization
After the “As is analysis”, the processes are "translated" into the standard of the selected ERP system and, if necessary, workflows and / or data quality are meaningfully optimized.
Parallel to the defined work packages from step 3, the vendor begins with the installation of a test environment on the server and the implementation of the individual subsections. Data is prepared for migration, forms and interfaces are customized, software extensions are programmed, and users and roles are set up.
Once the first areas in the new ERP system are ready for launch, the project team is trained by the software vendor, after which the project team organizes department-specific training for the end users in the company.
Extensive tests take place before the Go Live. Real company data is imported into the test environment and all relevant business processes and functions are simulated.
- Go live
Even after such extensive tests, experience has shown that there is still room for improvement after the go live under full load. Functional gaps or malfunctions are remedied by the vendor, only after that does the final acceptance take place.
With the introduction method "Global Implementation Method" (GIM), which has proven its worth since 1999, abas ERP guarantees consistent quality all over the world. To ensure the highest level of security and ROI during the introduction of abas ERP, we have developed a worldwide ERP implementation methodology over 40 years of project experience. Your ERP introduction related goals are at the heart of this 7-step approach. abas GIM makes it possible to achieve these goals in line with your available resources and within the given budget and time frame. Even with international projects, you can be sure that this ERP implementation methodology will apply to all your locations. In addition, a holistic project organization ensures the holistic aspect of a multi-site project. Goals, communication and action are synchronized and coordinated around the globe.