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ERP Implementation

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The Complexity and
Scope of your
ERP Project Why these Factors play an Important Role

As companies often delay the implementation of their new ERP software system for a very long time, they usually want to implement far too many functions at once. In doing so, they tend to overestimate their own capabilities. They also underestimate the complexity and scope of their projects. This leads to delays, frustration, problems in many areas and, in the worst case, even legal disputes. What should you do to prevent this from happening to you?

The Complexity and Scope of ERP Implementations

The whole thing is a known problem, which nevertheless occurs again and again. Companies often get in their own way with their ambition to make a new implementation a success. They repeatedly forget that simplicity is a decisive factor for successful, elegant implementations.

Often the problem starts with determining the scope of the project. The broader the concept and the more users, departments and third parties involved, the greater the likelihood of failure. And once the much too ponderous implementation has started, those involved lack the energy for follow-up measures. The result: a system that only works to some extent and will soon cause problems.

Of course, it makes sense to choose both the solution and the software vendor you work with carefully. After all, you want to enjoy and benefit from your investments for a long time. But does this automatically mean that you have to implement everything at once?

“Big Bang” or “Small Steps”?

Especially when it comes to implementing cloud software, your project should not be based on a big bang approach. With this project approach, companies implement a lot of innovations (possibly in several departments) all at once - as if with a big bang. However, small steps are more suitable for ERP implementations for several reasons.

These are some of the difficulties and risks that go with big bang implementations:

  • Big bang implementations run the risk of sometimes even temporarily “paralyzing” entire companies, because if there are many changes at once, problems can also occur in many places at once, which then have to be resolved first.
  • During implementation, it is not easy to follow the original planning due to the complexity.
  • The project duration is tendenially underestimated.

Small steps cost you more time in total, but offer the following opportunities, among others:

  • It motivates your team members to see smaller successes more often and be able to celebrate them.
  • The time-to-value is shorter, which means less time passes from the idea to the first added value for your employees and customers.
  • When less changes at once, it is easier for everyone involved to adapt quickly to changing circumstances.

Implement Innovations in Small Steps - with Close-meshed Tests

So proceed in small steps and, above all, limit the scope of the first project phase. Decide on a short implementation period so that you can benefit from the first advantages as quickly as possible. Because rapid success motivates!

But then make sure you also carry out the second phase consistently. And the third. These steps sometimes simply fall by the wayside in the hectic pace of day-to-day business. The same applies to all phases: Always keep yourself fully informed and carry out tightly meshed checks.

Lower Project Risks and greater Chances of Success

If you keep your ambitions under control in the start-up phase, you reduce the project risks, increase your chances of project success and benefit visibly and quickly from your decisions. Most importantly, you will have sufficient energy and financial resources for the important next steps in this continuous change process.

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How extensive are your individual project phases?