Establish a Concrete ERP Foundation

Our Advice

Critical Insight

• At some point in the ERP project, you will be asked why you are doing it. Make sure you have a compelling case that is built on the strategic business objectives.
• If you fail to receive top management support, don’t proceed with an ERP project.
• An ERP should be a business-led initiative, yet IT is often given the ownership of the project without being armed with the resources and capabilities to execute on the project.

Impact and Result

• Build a clear operating model/business model to guide the strategy and decision-making process.
• Gain an overview of the organizational capacity to embark and execute on the ERP project – change impact, stakeholders, and level of involvement required.
• Have clear and measurable success metrics established at the outset of the project structuring.
• List critical success factors and relevant success metrics.
• Understand ERP stakeholders – where the stakeholders fit in the project and their involvement in the project.
• Identify risks and determine initial mitigation plans.
• Set clear organizational expectations from the ERP project – agree on guiding principles and table stakes, and prioritize process/functional areas.