This detailed training material offers a comprehensive exploration of ERP systems and their implementations, guided by an experienced consultant. It examines the fundamentals of ERP software, its evolution, and the various types of systems available. The training emphasizes critical aspects of successful implementations, including planning, business requirements, change management, risk mitigation, and common pitfalls, drawing upon case studies of both successes and failures. Furthermore, it distinguishes program management from project management and highlights strategies for effective phasing and vendor selection. The resource aims to provide a deep understanding for anyone involved in an ERP project, from team members to executives.
ERP Software Training: A Detailed Review
Quiz
- What does ERP stand for, and what was the earlier technology from which it evolved? ERP stands for Enterprise Resource Planning. It evolved from an earlier technology called MRP, which stands for Material Resource Planning, initially used by manufacturing organizations to manage their operations.
- Describe the difference between Tier 1, Tier 2, and Tier 3 ERP providers. Tier 1 ERP providers are typically large, well-known vendors like SAP, Oracle, and Microsoft, offering broad functionality suitable for large, multinational, and complex organizations. Tier 2 providers offer more niche-focused solutions, often specializing in specific industries like manufacturing (e.g., Infor, Epicor). Tier 3 or industry-niche solutions are smaller, simpler, and cater to very specific industries or functions within an ERP system.
- Explain the concept of “Best of Breed” ERP systems and why organizations might choose this approach over a single ERP system. “Best of Breed” ERP systems involve using multiple, specialized software systems for different business functions (e.g., CRM, HCM, Finance) instead of a single, integrated ERP system. Organizations might choose this for a more precise fit with their unique business needs and greater flexibility, even though it can increase technical complexity due to the need for integrations.
- According to the source, what is the primary reason why ERP implementations commonly fail? The primary reason ERP implementations commonly fail is not due to the technology itself, which is generally robust and sophisticated, but rather due to the operational and people side of things, such as change management issues and resistance to new processes.
- Give two examples of emerging technologies being integrated into ERP systems and briefly describe their application. Two examples are Artificial Intelligence (AI) and Machine Learning (ML). AI is helping automate business processes, while ML analyzes data for patterns and exceptions, such as automating accounts payable and flagging potential issues. Another example is Blockchain, used for tracking materials in industries like pharmaceuticals and food for recall or regulatory purposes.
- What are modules in the context of ERP systems, and how do they relate to end-to-end business processes? Modules in ERP systems are functional areas or specific business processes (e.g., Finance, Accounting, Inventory Management) handled by the software. While they are individual components, the value of ERP comes from their integration to support seamless end-to-end business processes that span across multiple modules and the entire organization.
- Describe the difference between configuration and customization in ERP implementation. Configuration involves setting up the ERP software using built-in options, such as checking boxes and clicking buttons, to align it with business needs. Customization, on the other hand, involves modifying the source code of the software to meet specific requirements that cannot be achieved through configuration. Customization is generally riskier and more expensive.
- What is the significance of defining business requirements in an ERP implementation? Defining business requirements is critical for selecting the right ERP system and for guiding the implementation process to ensure the software meets the organization’s needs. They serve as a benchmark for evaluating technologies, designing processes, and ensuring requirements traceability throughout the project lifecycle, ultimately helping to realize the expected business value.
- Briefly explain the “Order to Cash” and “Procure to Pay” end-to-end business processes within an ERP system. “Order to Cash” is the process that starts with a customer order and includes all the steps until the organization collects cash from the customer, involving sales, order management, inventory, manufacturing (if applicable), shipping, invoicing, and payment collection. “Procure to Pay” focuses on the process of acquiring the necessary materials and services to run the business, starting with procurement, placing orders, receiving goods, and ultimately paying the suppliers.
- What are some key considerations when determining the phasing strategy for an ERP implementation? Key considerations include the business processes that will deliver the most immediate value, the modular structure of the chosen software, the technical dependencies between different parts of the system, the organization’s risk tolerance, and the need to effectively manage the project scope to avoid overwhelming the implementation team.
Essay Format Questions
- Discuss the trade-offs between implementing a single, integrated ERP system versus a “Best of Breed” approach. What factors should an organization consider when deciding which model is most suitable for its needs?
- Analyze the critical role of change management in the success of ERP implementations. What are some common pitfalls related to change management, and what strategies can organizations employ to mitigate these risks?
- Evaluate the importance of developing a comprehensive business case before embarking on an ERP implementation. What are the key components of a strong business case, and how should it be used throughout the project lifecycle?
- Based on the provided case studies of ERP implementation failures, identify the recurring themes and common mistakes that organizations make. What are the most crucial lessons that can be learned from these failures to ensure future success?
- Explain the distinction between software project management and program management in the context of an ERP implementation. Why is a broader program management perspective essential for achieving a successful digital transformation?
Glossary of Key Terms
- ERP (Enterprise Resource Planning): Software that integrates core business processes, providing a unified system to manage various aspects of an organization, such as finance, HR, manufacturing, and supply chain.
- MRP (Material Resource Planning): An earlier form of software primarily used by manufacturing organizations to manage inventory and production planning.
- Tier 1 ERP Providers: Large, global ERP vendors (e.g., SAP, Oracle, Microsoft) offering comprehensive solutions for complex organizations.
- Tier 2 ERP Providers: ERP vendors offering more focused solutions, often specializing in specific industries or functionalities (e.g., Infor, Epicor in manufacturing).
- Tier 3 ERP Providers: Smaller, niche ERP vendors offering simpler solutions for specific industries or functions, potentially not providing full ERP capabilities.
- Best of Breed: A strategy of using multiple, specialized software systems for different business functions, rather than a single, integrated ERP.
- Modules: Functional areas or specific business process components within an ERP system (e.g., Finance, Sales, Inventory).
- End-to-End Business Process: A complete sequence of activities that starts with a trigger and ends with a defined outcome, often spanning across multiple ERP modules and departments (e.g., Order to Cash, Procure to Pay).
- Configuration: Setting up the ERP software using its built-in options and parameters to align with business requirements without altering the underlying code.
- Customization: Modifying the source code of the ERP software to meet specific business needs that cannot be addressed through configuration.
- Integration: Connecting different software systems or modules to enable data sharing and process flow between them.
- Business Requirements: Detailed descriptions of what the business needs the technology to do to support its operations and future goals.
- Business Case: A document that justifies the investment in an ERP system by outlining the costs, benefits, risks, and expected return on investment.
- ROI (Return on Investment): A financial metric used to evaluate the efficiency or profitability of an investment, calculated by dividing the net profit by the total investment.
- Total Cost of Ownership (TCO): The comprehensive cost associated with implementing and using an ERP system over its lifecycle, including software costs, implementation services, infrastructure, training, and ongoing maintenance.
- Implementation Phasing: Breaking down an ERP implementation into sequential stages or rollouts, often based on modules, business units, or geographical locations, to manage risk and complexity.
- Program Management: The overarching management of a portfolio of projects that are related and coordinated to achieve strategic objectives, encompassing more than just the software implementation itself.
- Project Management: The application of processes, methods, skills, knowledge, and experience to achieve specific project objectives according to the project acceptance criteria within agreed parameters.
- Organizational Change Management (OCM): The process of guiding and supporting individuals and teams through the transition resulting from an ERP implementation, addressing the people side of change.
- User Acceptance Testing (UAT): A phase of testing during an ERP implementation where end-users validate that the system meets their needs and works according to the defined business requirements.
ERP Software Training: A Detailed Introduction to ERP Systems and Implementations – Briefing Document
Source: Excerpts from “001-ERP_Software_Training__A_Detai-03-24-2025.pdf” by Eric Kimberling, CEO of Third Stage Consulting.
Date of Training Material: March 24, 2025 (Assumed from filename)
Overview: This briefing document summarizes a comprehensive training course on Enterprise Resource Planning (ERP) systems and their implementations, led by Eric Kimberling. The course aims to provide a deep understanding of ERP software, successful implementation strategies, change management, risks, failure points, and lessons learned from case studies. It targets project team members, consultants, executives, and anyone seeking a thorough understanding of ERP.
Main Themes and Important Ideas/Facts:
1. Introduction to ERP and its Evolution:
- ERP stands for Enterprise Resource Planning and is an evolution from Material Resource Planning (MRP) systems, which originated in manufacturing to manage operations, track orders, and plan material needs.
- MRP expanded over time to include warehouse management, procurement, financials, accounting, HCM, and CRM, aiming to provide a single, unified system across the organization.
- The goal of ERP is to offer “one unified data set,” “a common workflow,” and “one system that provided all the operations and data and transparency into what was happening enterprise-wide.”
2. Types of ERP Systems:
- Tier 1 ERP: Major providers like SAP, Oracle, and Microsoft, typically suited for larger, multinational, and more complex organizations, offering a broad range of functionality.
- Tier 2 ERP: Niche-focused solutions, often industry-specific (e.g., Epicor and Infor in manufacturing and distribution).
- Tier 3/Industry Niche Solutions: Smaller, simpler solutions catering to specific industries or functions, potentially not offering full ERP capabilities.
- Single ERP System Model (Ideal): One ERP system to handle all organizational technology needs. However, most organizations have unique needs not fully met by a single system.
- Best of Breed ERP Systems (Common Trend): Utilizing multiple specialized systems for different business areas (e.g., CRM, HCM, finance) alongside a core back-office ERP, offering flexibility and a precise fit but increased complexity in integration.
3. The High Failure Rate of ERP Implementations:
- A significant statistic suggests that the failure rate of ERP implementations is “above 80%.”
- The primary reasons for failure are not typically the technology itself, which is generally “very robust,” but rather “the operational and the people side of things.”
4. Emerging Trends in ERP:
- Artificial Intelligence (AI) and Machine Learning (ML): Used for automation (e.g., accounts payable processing, flagging exceptions) and pattern recognition.
- Example: ML automating accounts payable and AI flagging potential problems.
- Blockchain: Used for enhanced traceability, particularly in industries like pharmaceuticals and food, to track raw materials and production processes.
- Example: Tracking every raw material in a pharmaceutical production process for recall purposes.
- Internet of Things (IoT): Integration of data from connected devices on the shop floor or other areas to provide real-time visibility within the ERP system.
- Example: Manufacturing organizations tracking shop floor data that ties back to the ERP system.
5. How ERP Systems Work (Mechanics and Nomenclature):
- Legacy Systems: Organizations implement ERP to replace outdated systems, which can range from old DRP systems and mainframes to “the number one Legacy system in the world… Microsoft Excel.”
- Modules: ERP systems are comprised of functional areas or specific business processes handled as individual but integrated units (e.g., finance, accounting, inventory management, SCM, CRM, HCM). Some modules have sub-modules.
- End-to-End Business Processes: Modules are tied together by these processes, providing flow and value across the organization.
- Configuration: Personalizing the ERP software to fit specific business needs through settings and choices within each module. Some vendors offer pre-configured best practices for certain industries.
- Customization: Modifying the source code of the ERP software, a riskier and more costly option reserved for mandatory business requirements not met by configuration.
- Third-Party Integration: Connecting external, specialized software to the core ERP system to address functional gaps. While offering specific capabilities, excessive integration can dilute the value of a single ERP platform.
- Testing: Crucial to ensure data flows and processes work correctly across integrated modules and that the system meets business needs. Various types of testing are necessary.
- Data Migration: Consolidating, cleaning, and transferring data from legacy systems to the new ERP, including mapping data fields. Often overlooked and requires significant effort.
6. Key ERP Terms and Definitions:
- ERP (Enterprise Resource Planning): Technology that ties together an entire business, encompassing various processes from finance to operations.
- Order to Cash: An end-to-end business process from receiving a customer order to collecting payment, involving multiple workflows (order capture, inventory, manufacturing, invoicing, payment).
- Procure to Pay: An end-to-end business process focused on acquiring necessary materials and paying for them (procurement, receiving, payment).
- Modules: Functional components of an ERP system (e.g., General Ledger, Accounts Payable, Inventory Management, Sales and Distribution).
- Business Requirements: The needs of the organization that determine how the ERP software will be configured to accommodate those needs.
- Configuration: Tailoring the ERP software using built-in settings and options without altering the core code.
- Customization: Modifying the underlying source code of the ERP software to meet specific requirements.
- Integration: Connecting different modules within the ERP or external third-party systems to ensure data and process flow.
- Business Process Reengineering (BPR): Fundamentally rethinking and redesigning business processes to improve efficiency and effectiveness, often done in conjunction with ERP implementation.
- Change Management: Managing the human and organizational aspects of the ERP implementation to ensure user adoption and minimize disruption.
- User Acceptance Testing (UAT): Testing performed by end-users to validate that the system meets their needs and business requirements.
- Total Cost of Ownership (TCO): The comprehensive cost of implementing and operating an ERP system over its lifecycle.
- Return on Investment (ROI): The financial benefit derived from the ERP investment compared to its total cost.
7. Single Integrated ERP vs. Best of Breed:
- Single ERP Pros: Lower learning curve, easier maintenance and deployment, single source of truth for data, less technical complexity.
- Single ERP Cons: May not provide the best functional fit for all specialized needs.
- Best of Breed Pros: More likely to find a better technical and functional fit for specific business processes.
- Best of Breed Cons: Higher learning curve (multiple systems), more complex to maintain and deploy, potential data silos and integration challenges, higher technical complexity.
- Hybrid Model: Combining a core single ERP for vanilla functions with best-of-breed solutions for complex or unique business aspects. Many vendors are moving towards this model through acquisitions.
- Integration and Interoperability: Crucial for both best-of-breed and hybrid models to ensure systems can work together effectively.
8. Top 10 ERP Software Vendors (Overview):
- A top 10 list is provided based on overall functionality, cost and risk of deployment, and client results, with a heavier weighting on implementation failure rates in the current year’s methodology.
- Notable Changes: Sage X3 and Acumatica are no longer in the top 10 due to increased competition.
- Top 10 (in order from 10 to 1): 10. Salesforce Platform (Force) 9. Odoo 8. Oracle NetSuite 7. IFS 6. SAP S/4HANA 5. Microsoft Dynamics 365 4. Epicor 3. Infor 2. Oracle ERP Cloud
- SAP ECC/Business Suite
- Honorable Mentions: ServiceNow, Snowflake, Sage X3, Acumatica.
9. Defining Business Requirements for Successful Implementation:
- Business requirements summarize the needs and desired outcomes from the ERP system in the “future state,” not just current processes.
- They are crucial for selecting the right system and ensuring the implementation meets expectations.
- The process involves workshops with stakeholders to describe current processes, pain points, improvement opportunities, and future needs.
- Key Tips: Don’t just rehash current state; prioritize requirements (high, medium, low); use them to drive vendor demos and selection; maintain focus on requirements during design and implementation; use them to design future state business processes; ensure requirements traceability throughout the project lifecycle.
10. Creating a Business Case for ERP Implementation: * A business case justifies the project, defines the total cost of ownership, quantifies expected business benefits, and calculates ROI. * It also serves as a tool for project governance and managing/optimizing business benefits post-implementation. * Total Cost of Ownership (TCO) Components: Software cost (annual recurring for cloud), technology implementation cost (one-time, often underestimated), IT infrastructure costs (hardware, network, often ongoing), internal resource costs (backfilling, project team time), training costs (initial and ongoing), ongoing maintenance and support, program management, internal labor. * Operational Disruption (Risk): Cost associated with potential negative impacts (e.g., inability to ship, cancelled orders). Should be quantified and considered in investment decisions to mitigate risks. * Business Value/Benefits (Examples): Reduced inventory (quantify cash and carrying costs), reduced SG&A costs (overhead, manual rework, potential future headcount savings), increased revenue (from better inventory, sales processes), better information for decision-making (though harder to quantify directly). * ROI Calculation: Compares total costs with projected benefits over time. * Project Governance: Business case helps make objective decisions on scope, customization, and budget changes. * Business Benefits Realization: Used to track actual benefits post-go-live and identify areas for optimization.
11. Phasing ERP Implementation: * Deploying ERP incrementally minimizes risk and allows for momentum building. * Phasing Considerations: * Business Processes: Prioritize processes with the highest potential value or lowest hanging fruit. * Software Modules: Consider how the software is architected and how modules logically fit together. * Geographic Locations/Business Units: Roll out to different parts of the organization sequentially. * Technical Complexity/Risk: Start with less complex or risky areas. * Data Migration: Phasing data migration can reduce risk and effort at any one time. * Organizational Change Readiness: Roll out where the organization is most prepared for change. * Risk Mitigation: Choose a phasing strategy that best mitigates overall project risk. * Scope Management: Reducing initial scope can lead to more successful early phases. * Reconciling Different Perspectives: Qualitative inputs from different lenses need to be balanced to create a cohesive phasing strategy, considering risks and benefits of each option.
12. Program Management vs. Project Management: * Software Project Management: Focused on the technical implementation of the software (configuration, design, testing, go-live), often managed by the system integrator. * Program Management: A broader, overarching framework encompassing multiple workstreams beyond just software deployment to achieve the overall business transformation. * Key Program Management Workstreams: Software project management (potentially multiple), technical aspects (architecture, data, integration), business process improvement, organizational change management, business case and benefits realization. * Importance of a Program Management Office (PMO): To align project plans, ensure project governance and controls (using the business case), manage risks and issues across workstreams, and provide the implementing organization with control and ownership of the entire program.
13. Why ERP Implementations Fail (Top 5 Reasons): 1. Lack of a Clear Definition of Business Objectives and Scope: Without clear goals, the project lacks direction and is prone to scope creep and misalignment. 2. Poor Project Management: Ineffective planning, execution, risk management, and communication lead to delays, budget overruns, and ultimately failure. 3. Insufficient Organizational Change Management: Neglecting the human side of the transformation (user training, communication, buy-in) leads to resistance and poor adoption. 4. Inadequate User Acceptance Testing (UAT): Failing to thoroughly test the system with end-users in real-world scenarios results in post-go-live issues and business disruptions. 5. Lack of a Clear Definition of Success: Without measurable success criteria tied to the business case, it’s impossible to determine if the implementation was worthwhile and to guide decision-making during the project.
14. Top 10 ERP Failures of All Time (Case Studies and Lessons Learned): * Brief summaries of high-profile ERP implementation failures, including: * Haribo (SAP): Supply chain issues, sales drop. Lesson: Ensure thorough testing and understanding of impact on core operations. * Washington Community College (PeopleSoft): Vendor bankruptcy, lawsuits. Lesson: Due diligence on vendor stability. * Hewlett-Packard (ERP): Significant financial losses due to integration issues. Lesson: Manage complexity and integration carefully. * Waste Management (SAP): Alleged misrepresentation of software. Lesson: Thorough vetting of vendor claims and software capabilities. * Hershey’s (SAP): Inability to process orders during peak season due to rushed implementation. Lesson: Realistic timelines and avoid go-lives during critical business periods. * MillerCoors (SAP): Lawsuits against system integrator for damages. Lesson: Clear contracts and accountability. * Revlon (SAP): Plant shutdown, shipping issues, financial losses after go-live. Lesson: Phased roll-out, address organizational integration before ERP. * Nike (ERP Upgrade): Significant write-off and additional investment needed. Lesson: Thorough planning and realistic expectations for upgrades. * National Grid (SAP): Massive cost overruns, operational disruptions (period-end close delay, unpaid invoices). Lesson: Robust testing, process alignment, and experienced implementation partners. * United States Navy (ERP): Billions spent with minimal improvement, scope reduction. Lesson: Clear requirements, strong governance, and realistic scope. * Common Themes in Failures: Poor planning, unrealistic expectations, insufficient testing, lack of change management, inadequate executive involvement, choosing the wrong software or partners.
15. How to Avoid ERP Implementation Failure: * Choose the Right Software: Ensure a good fit for business needs, not just based on vendor bias. * Get the Right Implementation Partner: Select based on experience, industry knowledge, and cultural fit. * Develop a Comprehensive Business Case: Justify the investment and use it for ongoing governance. * Define Clear Business Objectives and Scope: Avoid scope creep and maintain focus. * Invest in Strong Project Management: Proactive planning, risk management, and communication are crucial. * Prioritize Organizational Change Management: Prepare the people and the organization for the new system and processes. * Conduct Thorough User Acceptance Testing (UAT): Validate the system with end-users in realistic scenarios. Consider independent UAT facilitation. * Ensure Executive Leadership Involvement: Buy-in and active participation from executives are essential. * Seek Independent, Technology-Agnostic Support: Guidance from unbiased experts can help navigate challenges and ensure decisions are in the best interest of the business.
Call to Action:
- Review the annual Digital Transformation and ERP Report for independent reviews, rankings, and best practices (available via QR code or link).
- Read “The Final Countdown” book for a deeper dive into digital strategy and successful ERP implementations (available via QR code or link).
- Share the training materials with colleagues and project team members.
This briefing document captures the key information and insights from the provided excerpts, emphasizing the complexities of ERP implementations and the critical factors for success.
Understanding ERP Systems and Implementations
FAQ: Understanding ERP Systems and Implementations
1. What exactly is ERP software and how has it evolved? ERP (Enterprise Resource Planning) software is a technology that integrates and manages core business processes within an organization. It evolved from earlier MRP (Material Resource Planning) systems used primarily by manufacturing companies to track inventory and production needs. Over time, ERP expanded to encompass other crucial business functions like warehouse management, procurement, finance, accounting, HCM (Human Capital Management), and CRM (Customer Relationship Management). The goal of ERP is to provide a unified data set and common workflows across the entire organization, offering transparency and efficiency. Initially, the focus was on a single ERP system to handle all needs, but now, “best of breed” strategies involving multiple specialized systems integrated together are also common.
2. What are the different tiers or types of ERP systems available in the marketplace? The ERP marketplace is often categorized into three tiers. Tier 1 ERP systems, such as SAP, Oracle, and Microsoft Dynamics 365, are typically large-scale solutions designed for multinational and complex organizations requiring a broad range of functionalities. Tier 2 ERP providers offer more niche-focused solutions, often specializing in specific industries like manufacturing (e.g., Epicor, Infor) or distribution. Tier 3 or industry-niche solutions comprise a large number of smaller, simpler systems tailored to very specific industries or functions within a business, sometimes not even providing full ERP capabilities. Additionally, the “best of breed” approach involves selecting multiple specialized systems for different business areas and integrating them.
3. Why do ERP implementations fail so frequently, despite the potential benefits of the technology? Despite the robust and innovative nature of ERP technology, implementations have a high failure rate, often cited above 80%. The primary reasons for these failures are typically not related to the technology itself but rather to the operational and people aspects of the implementation. Common pitfalls include a lack of clear objectives, inadequate change management, insufficient executive support, poor project management, and underestimation of the complexities involved in integrating new systems with existing processes and organizational structures. Ignoring the human element and focusing solely on the technical deployment are significant contributing factors to ERP implementation failure.
4. How do ERP systems work from a technical perspective, and what are some key components? ERP systems are complex, integrated platforms comprised of various modules, each designed to handle specific functional areas or business processes (e.g., Finance, Accounting, Inventory Management, Supply Chain Management, CRM, HCM). These modules are not entirely standalone; they are designed to integrate and share data to support end-to-end business processes like “order to cash” and “procure to pay.” Implementing an ERP system involves configuration, which is tailoring the software’s settings and options to align with business requirements. If configuration is insufficient, customization involves modifying the source code, which is riskier and more costly. Integration is crucial for connecting different modules within the ERP and for linking the ERP with external, third-party systems. Thorough testing, data migration from legacy systems, and user training are also critical components of a successful implementation.
5. What are some of the emerging trends and technologies impacting ERP systems? The ERP landscape is continuously evolving with the integration of advanced technologies. Artificial Intelligence (AI) and Machine Learning (ML) are being used to automate processes (e.g., accounts payable) and identify exceptions. Blockchain technology is gaining traction in industries like pharmaceuticals and food for enhanced supply chain traceability. The Internet of Things (IoT) enables real-time data collection from devices on the shop floor and other areas, providing greater visibility into operations. These trends aim to enhance efficiency, provide deeper insights, and improve decision-making within organizations using ERP systems.
6. What are the key considerations and trade-offs between a single, integrated ERP system and a “best of breed” approach? Choosing between a single ERP system and a “best of breed” strategy involves several trade-offs. A single ERP system offers advantages like a lower learning curve, easier maintenance, a single source of truth for data, and less technical complexity. However, it might not always provide the best functional fit for all unique business needs. A “best of breed” approach, using multiple specialized systems, can offer a better fit for specific functionalities and address unique requirements but introduces higher technical complexity due to the need for integration between different systems, potentially leading to data silos and increased maintenance efforts. A hybrid model, combining a core ERP for standard functions with best-of-breed solutions for complex or niche areas, is also a viable option that seeks to balance these trade-offs.
7. What are some critical first steps for a successful ERP implementation, and why are they important? Two critical first steps for a successful ERP implementation are defining clear business requirements and developing a comprehensive business case. Business requirements detail what the organization needs the technology to do to support its future state. They are crucial for selecting the right system, guiding the implementation process, ensuring requirements traceability, and designing both the technology and future business processes effectively. A business case justifies the project by outlining the total cost of ownership, quantifiable business benefits (e.g., reduced inventory, increased revenue), and expected ROI. It serves as a tool for project governance, helping to manage scope, costs, and ultimately, the realization of business benefits throughout and after the implementation.
8. What are some common reasons for ERP implementation failures highlighted in case studies, and what lessons can be learned? Case studies of ERP implementation failures reveal recurring themes. Unrealistic timelines (Hershey’s), lack of clear business benefits (Waste Management), insufficient change management (many cases), going live at critical business times (Hershey’s, Revlon), poor vendor selection or management (Washington Community College), underestimation of complexity and integration challenges (HP), and lack of strong executive involvement are common contributors to failure. The lessons learned include the importance of choosing the right software and implementation partner, setting realistic expectations, prioritizing change management, conducting thorough testing (especially user acceptance testing), ensuring strong executive leadership and buy-in, and considering independent, technology-agnostic support throughout the transformation.
Understanding Enterprise Resource Planning (ERP) Systems
An ERP (Enterprise Resource Planning) system is a type of software that integrates the core business processes of an organization into a single system. The purpose of an ERP system is to tie together the entire organization, providing a unified data set and a common workflow across different departments. This aims to improve organizational effectiveness and efficiency.
Evolution from MRP: ERP software evolved from an older technology called MRP (Material Resource Planning), which originated in manufacturing organizations. MRP systems were designed to help manage manufacturing operations by tracking customer orders and demand, and by managing the parts and supplies needed to fulfill that demand. They also helped manage the manufacturing shop floor to prioritize orders and maximize throughput. Over time, MRP expanded beyond manufacturing to include areas like warehouse management, procurement, financials, accounting, HCM (Human Capital Management), and CRM (Customer Relationship Management). This evolution led to the development of ERP systems that could integrate all these functions into a single system.
Key Benefits of ERP Systems:
- Unified Data Set: ERP systems aim to provide one unified source of truth for data across the organization.
- Common Workflow: They establish common workflows across different business functions.
- Enterprise-wide Transparency: ERP systems offer visibility into operations and data across the entire enterprise.
Different Tiers of ERP Providers: The ERP marketplace can be broadly categorized into different tiers:
- Tier 1: These are the largest ERP systems, such as SAP, Oracle, and Microsoft Dynamics 365. They are typically suited for larger, multinational, and more complex organizations, offering a broad range of functionalities.
- Tier 2: These providers offer more niche-focused solutions, sometimes concentrating on specific industries or capabilities. Examples include Epicor and Infor, which are common in the manufacturing space.
- Tier 3 (Industry Niche): This segment includes numerous smaller and simpler solutions that cater to specific industries or particular functions within ERP. They might not offer full ERP capabilities.
Single ERP vs. Best-of-Breed:
- The traditional approach is to have a single ERP system that handles all of an organization’s technology needs. This offers advantages like a lower learning curve, easier maintenance, a single source of truth for data, and less technical complexity.
- However, many organizations have unique needs that a single ERP system cannot fully meet, leading to the rise of best-of-breed ERP systems. This involves using multiple, specialized systems for different business areas (e.g., CRM for sales, HCM for HR) and integrating them with a core ERP system. While offering a more precise fit for specific needs and flexibility, this model can be more complex due to the need for integration between multiple systems and can lead to multiple sources of truth. A hybrid model is also common, where a core ERP system handles standard functions, and best-of-breed solutions are used for complex or unique business aspects.
Failure Rate of ERP Implementations: ERP implementations have a high failure rate, often cited as above 80%. The primary reasons for these failures are usually not the technology itself, which is generally robust, but rather issues related to people and processes. This includes inadequate business process improvement and insufficient organizational change management. Resistance to change is a significant factor.
Critical Success Factors for ERP Implementation: To increase the chances of successful ERP implementation, organizations should focus on:
- Finding the right software or technology that best fits their needs through independent assessment.
- Ensuring organizational alignment on the company’s future direction.
- Shifting attention from solely the technology to the people and process side of things during implementation.
Emerging Trends in ERP: The ERP landscape is evolving with the integration of advanced technologies:
- Artificial Intelligence (AI) is being used to automate business processes.
- Machine Learning (ML) is used to identify patterns and exceptions, such as in accounts payable processing.
- Blockchain technology is being adopted for supply chain transparency and traceability, particularly in industries like pharmaceuticals and food.
- The Internet of Things (IoT) allows for real-time data collection from devices on the shop floor, providing greater visibility within manufacturing organizations.
How ERP Systems Work: ERP systems are complex, integrated systems comprising various modules, each handling a specific functional area or business process (e.g., finance, accounting, inventory management, supply chain management, CRM, HCM). These modules are designed to work together, enabling end-to-end business processes.
The implementation of an ERP system involves several key steps:
- Configuration: This involves making decisions and setting up the software module by module to align with the organization’s specific needs and business requirements. Some vendors offer preconfigured best practices for certain industries.
- Customization: If configuration options are insufficient, organizations might resort to customization, which involves changing the software’s source code. This is riskier and more costly than configuration.
- Integration: Ensuring that different modules within the ERP system, and potentially third-party systems, can communicate and exchange data seamlessly is crucial. This often involves using APIs.
- Testing: Thoroughly testing the integrated processes and data flows between modules is essential to ensure the system works as intended.
- Data Migration: This involves consolidating, cleaning, mapping, and transferring data from old legacy systems (including spreadsheets) to the new ERP system. Organizations often need to prioritize which data to migrate.
Key Terminology: Understanding the specific vocabulary associated with ERP systems is important for effective communication:
- ERP (Enterprise Resource Planning): Technology that integrates an entire business.
- Order to Cash: An end-to-end business process starting from a customer order and ending with the collection of payment.
- Procure to Pay: An end-to-end business process focused on acquiring and paying for the materials needed to run a business.
- Modules: Functional areas within an ERP system (e.g., finance, HR, sales).
- Business Requirements: The specific needs of an organization that determine how the ERP software will be configured and set up.
- Configuration: Personalizing or setting up the ERP software to work in a specific way by checking boxes and flipping switches, without changing the core code.
- Customization: Modifying the source code of the ERP software to meet unique business needs.
- Integration: Connecting different modules within the ERP system and linking the ERP system with external, third-party systems to ensure data flow and process continuity.
- Enterprise Architecture: The blueprint that outlines how different systems and modules within the ERP ecosystem will interact, including data flow and storage.
- Data Migration: The process of cleaning, mapping, and moving data from legacy systems to the new ERP system.
This overview provides a foundational understanding of ERP systems as described in the provided source.
ERP Implementation: Stages and Considerations
The ERP implementation process is a complex undertaking that requires careful planning and execution, focusing not just on the technology but also on the people and processes within the organization. The source material provides a detailed overview of what this process entails, highlighting several critical stages.
1. Implementation Planning:
Before diving into the implementation itself, a crucial step is implementation planning. This phase, sometimes referred to as “phase zero,” occurs after the ERP system has been selected but before the actual implementation begins. It involves establishing a blueprint for the project, including defining business processes, determining which modules to deploy and when (project phasing), resourcing the project, and putting a change strategy in place. Investing sufficient time in this upfront planning phase is critical to avoid significant problems and wasted resources later in the project. The source suggests that a lack of thorough upfront planning is a common reason for ERP implementation failure.
2. Business Requirements Definition:
A foundational element of the implementation process, often preceding or heavily influencing the planning phase, is the definition of business requirements. Business requirements summarize the organization’s needs and what it expects to achieve with the new ERP system in its future state, not just how things are done currently. These requirements are gathered through workshops with various stakeholders and functional areas to identify current processes, pain points, opportunities for improvement, and future needs with new technology. These requirements are essential for selecting the right ERP system but also for guiding the implementation and ensuring that the chosen system is configured and potentially customized to meet the organization’s specific needs. Maintaining requirements traceability throughout the project is important to ensure that the implemented system ultimately delivers the expected outcomes.
3. Project Phasing:
Given the complexity of ERP systems, most organizations choose to implement them in phases rather than all at once in a “big bang” approach to minimize risk. The way a project is phased depends on various factors such as organizational priorities, project scope, risk tolerance, budget, and resource allocation. Phasing can be based on business processes (prioritizing processes that will deliver the most immediate value), software modules (considering how the modules logically fit together within the chosen ERP system), or organizational readiness and pain points. Regardless of the phasing strategy, it’s often necessary to create interim solutions or integrations between new and existing systems to ensure continuity during the phased rollout.
4. Configuration and Customization:
Implementing an ERP system involves configuration, which is the process of setting up the software by making choices and adjustments within the software’s built-in capabilities to align with the organization’s business requirements and processes. This typically involves checking boxes and flipping switches to define workflows and functionalities without altering the underlying code. Many ERP vendors offer best practices or preconfigured business processes for certain industries to speed up the configuration process.
In situations where configuration alone cannot meet unique business needs, organizations may opt for customization, which involves changing the software’s source code. Customization is a more complex, costly, and risky undertaking compared to configuration, as it can affect the stability of the software and complicate future upgrades. The source advises customizing only when absolutely necessary for mandatory business requirements that cannot be met through configuration.
5. Integration:
Integration is crucial to ensure that the various modules within the ERP system can communicate with each other and that the ERP system can connect with other necessary third-party systems. ERP systems are built with multiple modules, and while they are part of a single system, they still need to be integrated to ensure seamless data and process flow. Furthermore, most ERP implementations require integration with external systems like CRM, HCM, or industry-specific applications. This integration is often achieved through APIs (Application Programming Interfaces). A well-defined enterprise architecture is essential to provide a blueprint for how different systems and modules will interact, including data flow and storage, ensuring a cohesive technology landscape.
6. Data Migration:
Data migration is the process of transferring data from the organization’s old or “legacy” systems (which can include old ERP systems, mainframes, or even spreadsheets) to the new ERP system. This process involves several steps: consolidating data, cleaning up inaccurate or “dirty” data, mapping data fields from the old system to the new system (as naming conventions might differ), and then physically moving the data. Organizations often need to make trade-offs regarding which historical data to migrate. The source emphasizes that data migration is often underestimated and requires significant time and attention.
7. Testing:
Thorough testing is essential to ensure that the configured and integrated ERP system functions correctly and meets the defined business requirements. This involves testing the data flows and processes between different modules and any integrated third-party systems. Different types of testing are typically conducted throughout the implementation process. Ultimately, user acceptance testing (UAT) is critical, where end-users within the organization validate that the system works as intended and supports their business processes. The source points out that many ERP failures could have been avoided with a stringent and effective user acceptance testing process.
8. Go-Live and Beyond:
The final stage of the initial implementation is the go-live, where the new ERP system is launched and begins to be used by the organization. However, the implementation process doesn’t end at go-live. Organizations need to focus on post-implementation support, user training, and continuous improvement to maximize the value of their ERP investment. The source also highlights the importance of measuring and optimizing business benefits after go-live, often by revisiting the initial business case to identify gaps and areas for further improvement.
Throughout the entire ERP implementation process, the source emphasizes the critical importance of program management to oversee and coordinate the various workstreams (including software project management, technical aspects like architecture and integration, organizational change management, and business process re-engineering). Effective program management ensures that the project stays aligned with the overall business objectives and that the implementing organization maintains control and ownership of the program. Furthermore, a strong focus on organizational change management is highlighted as essential for user adoption and realizing the full benefits of the new ERP system, often being a key differentiator between successful and failed implementations.
Reasons for ERP Implementation Failure
The source explicitly outlines several common reasons why ERP implementations fail. These reasons are often interconnected and can significantly impact the success of an ERP project.
Here are the key reasons for ERP failure discussed in the source:
- Unrealistic Expectations: Organizations often have a false sense of hope regarding how quickly they can adapt to new ERP software and realize business value. This can lead to compressed timelines, budget cuts, and insufficient resource allocation, ultimately undermining critical success factors like organizational change management and testing.
- Lack of Upfront Implementation Planning: Rushing into the implementation phase without a solid plan and vision for the future state is a significant pitfall. Investing time in an “implementation planning” or “phase zero” to establish a blueprint for business processes, module deployment, resource mobilization, and change strategy is crucial for long-term success and can save significant time and money later.
- Absence of Clear Executive Vision and Alignment: If executive leadership does not have a clear and well-articulated vision for what the ERP implementation will achieve for the organization, it creates confusion, chaos, and misdirection. Furthermore, a lack of alignment among the executive team on the project’s goals and benefits can severely hinder the implementation process. The justification for the project needs to go beyond simply replacing an old system and should detail how the ERP will improve customer experience, employee experience, operations, and revenue generation.
- Insufficient Focus on Organizational Change Management: Neglecting the “people side of change” is a primary root cause of ERP implementation failure. If employees do not adopt the new processes and tools, the investment in technology will not deliver the expected business value. A lack of effective change management can manifest in various problems throughout the implementation. The source indicates that this is a prevalent theme in ERP failures, even leading to lawsuits.
- Lack of a Clear Definition of Success: Organizations often fail to define how they will measure the success of their ERP implementation beyond just being on time and within budget. Without a clear vision of the desired business outcomes, such as ROI and specific business value, the project lacks direction, especially when making numerous decisions about scope, configuration, customization, and integrations. This lack of a “North star” can lead the project aimlessly.
The source also provides examples of high-profile ERP failures, which, while not directly listed as reasons in the “Why ERP Projects Fail” section, often illustrate these underlying causes. For instance, Hershey’s unrealistic timeline and go-live during a peak season highlights a lack of planning and unrealistic expectations. Revlon’s inability to ship products after go-live suggests inadequate testing and a potential lack of focus on business process management and organizational change. The massive overspending and lack of tangible improvements in the US Navy’s ERP project could point to a lack of clear vision, scope creep, and potentially issues with project governance and system integrator selection.
In summary, the source emphasizes that ERP implementation failures are often rooted in a combination of inadequate planning, unrealistic expectations, a lack of clear vision and alignment, insufficient attention to the human aspects of change, and a failure to define and measure success. Addressing these factors proactively is crucial for mitigating risks and increasing the likelihood of a successful ERP implementation.
Top 10 ERP Implementation Failures: Case Studies and Lessons
The source provides a detailed list of top 10 ERP failures, offering insights into common pitfalls to avoid during ERP implementations. Here’s a discussion of these case studies:
- Herbo (Gummy Bear Manufacturer): Herbo’s SAP implementation in 2018 led to significant supply chain problems. They couldn’t track inventory or raw materials, resulting in an inability to deliver products to stores on time. This caused a roughly 25% drop in sales shortly after the go-live. This case highlights the risk of inadequate planning and testing in critical operational areas.
- Washington Community College: Their PeopleSoft implementation, starting in 2012, was significantly impacted by the bankruptcy of their initial system integrator, Cyber. While a second integrator, HDC, was brought in, they eventually canceled the project and sued the college, alleging internal dysfunctions. This case underscores the importance of selecting a stable and reliable implementation partner and the potential for organizational issues to derail an ERP project.
- Hul Packer (Technology and Hardware Company): Hul Packer spent $160 million on their ERP project. However, the damages claimed by the company due to the failure were nearly five times that amount. The CIO at the time attributed the failure to a series of small, individually manageable problems that collectively created a “Perfect Storm.” This illustrates how accumulated minor issues and a lack of comprehensive risk management can lead to major failures.
- Waste Management: Waste Management’s SAP implementation also failed, despite an investment of around $100 million. They alleged that SAP misrepresented the software during demos, showing “fake software.” The promised annual benefits of $100-$200 million never materialized. This case emphasizes the critical need for thorough due diligence during software selection and ensuring that the demonstrated capabilities align with the actual product.
- Hershey’s: Hershey’s SAP implementation resulted in their inability to process roughly $100 million of orders for key products during a go-live. Key contributing factors included an unrealistically short implementation timeline and the decision to go live during a busy holiday season. This highlights the dangers of unrealistic expectations in project timelines and the critical importance of considering the business impact of the go-live timing.
- Miller Kors (Beer Company): Miller Kors initiated an SAP implementation in 2013, investing approximately $100 million. The project resulted in a lawsuit against their system integrator, HCL, for $100 million in damages. While details are limited, this case again underscores the potential for issues with system integrators and the significant financial consequences of ERP failures.
- Revlon (Consumer Product Company): Revlon’s failed SAP project was publicly disclosed in a financial filing, causing their stock to drop by about 6.9%. After the go-live of one manufacturing plant, they experienced an inability to ship product, lost customer orders, and a lack of supply chain visibility, effectively paralyzing the plant. They also incurred significant costs for expedited shipments. The simultaneous integration of a recently acquired company, Elizabeth Arden, added further complexity. This case illustrates the severe operational disruptions that can result from a failed implementation and the importance of considering organizational readiness and concurrent major changes.
- Nike: Nike spent $400 million to upgrade their ERP systems, which did not go well initially. They had to write off around $100 million and saw their stock price drop by approximately 20%. The company then had to invest another five years and $400 million to get the project back on track. This case highlights the potential for massive financial losses and prolonged recovery periods associated with ERP failures, even for large and established organizations.
- National Grid (Utility Company): National Grid’s SAP implementation involved an investment of over a billion dollars and ultimately failed. Post go-live, they spent an additional $100 million in support services, utilized two system integrators (including a lawsuit against Wipro), and incurred $30 million per month in ongoing support costs. Their period-end close process increased from four days to 43 days, and they had approximately 15,000 unpaid supplier invoices. This case exemplifies the potential for enormous financial and operational damage from a failed ERP implementation, even with substantial investment.
- United States Navy: The US Navy’s ERP implementation, ongoing since 1998, had already cost over a billion dollars with three major system integrators involved. A GAO report indicated no material improvements to the organization despite this massive expenditure. The project scope was reduced to focus solely on financials, excluding shipyard inventory management, yet significant issues persisted, affecting 90,000 employees. This represents a case of prolonged and extremely costly failure to achieve intended benefits, even with significant resources and scope reduction.
These case studies collectively illustrate several recurring themes that contribute to ERP implementation failures, as also discussed in our previous conversation about the reasons for ERP failure. These include:
- Unrealistic timelines and expectations.
- Inadequate planning and preparation.
- Poor software selection or misrepresentation by vendors.
- Issues with the selection and management of system integrators.
- Insufficient focus on change management and user adoption.
- Lack of thorough testing.
- Go-live during critical business periods.
- Underestimation of project complexity and resource requirements.
- Lack of clear project governance and executive oversight.
- Concurrent major organizational changes adding complexity.
By examining these high-profile failures, organizations can learn valuable lessons and take proactive steps to mitigate similar risks in their own ERP implementation journeys.
ERP Implementation Success: Key Tips and Recommendations
The source material provides several key tips and recommendations for ensuring ERP implementation success, primarily by highlighting what leads to failure and then offering corresponding advice in the conclusion. Here’s a discussion of these tips, drawing directly from the source:
- Choose the Right Software: It is critical to select the technology that best supports your business needs and avoid biased software selection. This implies a thorough evaluation process, potentially involving independent assessments, as mentioned earlier in the training.
- Choose the Right System Integrator: Selecting the appropriate partner or partners for implementation is crucial. The source cautions that even well-known system integrators are not a guarantee of success, as evidenced by their involvement in many of the top 10 failures. This suggests the need for careful due diligence in selecting an integrator whose expertise and approach align with your organization’s needs.
- Maintain Ownership of Your Project: Remember that the ERP implementation is your project, not the software vendor’s or the system integrator’s. You need to take responsibility for its success, providing clear direction and making necessary course corrections, including potentially changing integrators if they are not performing adequately.
- Implement Independent Risk Mitigation: System integrators may not be the best at identifying and mitigating risks. Therefore, it’s essential to have independent risk assessment and mitigation strategies in place.
- Prioritize Avoiding Operational Disruption: Operational disruption is a significant risk and cost factor. Avoid cutting corners on crucial aspects like organizational change management and realistic timelines in an attempt to save money, as the costs of post-go-live disruptions can be far greater.
- Focus on Business Process Management (BPM): Define your desired future-state business processes and let that blueprint drive your transformation. Avoid the trap of letting the technology dictate how you run your business. This aligns with the earlier discussion about defining business requirements that look towards the future.
- Conduct Thorough User Acceptance Testing (UAT): Ensure comprehensive testing of the product and your business processes. Stress-test the end-to-end solution to identify and resolve issues before go-live. The source notes that many failures could have been avoided with a stringent UAT process. The source even suggests having an independent third party facilitate UAT.
- Ensure Executive Leadership Involvement and Buy-in: Executives need to be actively involved, bought into the project, and well-informed about its progress and risks. They should also participate in decision-making processes. The lack of clear executive vision was highlighted as a key reason for failure.
- Secure Independent, Technology-Agnostic Support: Engaging independent support throughout the digital transformation can help keep the project on track and ensure that decisions are made in the best interest of your business, rather than the vendor or integrator. Third Stage Consulting, the author’s firm, is presented as an example of such a provider.
- Establish Realistic Expectations: Understand the true scope, timeline, and resource requirements of the project. Avoid the false hope of quick value realization and be prepared for the effort involved in adapting to new technology.
- Invest in Upfront Implementation Planning: Dedicate sufficient time after software selection but before full implementation to create a solid plan, including defining the project blueprint, business processes, and change strategy.
- Develop a Clear Vision for Success: Define what success looks like for your ERP implementation beyond just timelines and budgets. Clearly articulate the desired business outcomes and how the ERP will deliver value to the organization.
- Prioritize Organizational Change Management: Focus significant time and effort on the people side of change to ensure user adoption of new processes and tools. A solid and effective change management strategy and plan are crucial.
By adhering to these tips, organizations can significantly increase their chances of a successful ERP implementation and avoid the common pitfalls that lead to failure, as illustrated by the case studies discussed in the source.
The Original Text
Erp implementations are complex undertakings that require a lot of finesse and hard skills what exactly are those hard skills and those soft skills you need to know to make your Erp software implementation successful that’s what we’re going to discuss here in a deep dive training course here today my name is Eric Kimberling I’m the CEO of third stage Consulting we’re an independent Consulting for that helps clients throughout the world with their digital transformation and Erp implementations we help clients with all sorts of Erp implementations ranging from sa and Oracle and Microsoft to potentially lesser known systems like infor epicore Etc and we work with a lot of different software implementations a lot of different project teams a lot of different Industries and what we wanted to do here today is provide a training course that goes deep into understanding what the different Erp systems are in the marketplace what it takes to make those Erp implementations successful how to understand the change management and the risks and failure points of implementations as well as some case studies so that we can understand what not to do as well as what to do during our implementations so this training course is meant to be a deep dive into understanding Erp systems and Erp implementations this is going to be relevant whether you’re a project team member going through an Erp implementation for the first time whether you’re trying to brush up on your skills whether you’re a consultant whether you’re an executive team member trying to figure out what exactly you should know about Erp systems and what understanding you need to have before embarking on an implementation so this is meant to be a deeper dive than a lot of the videos you’ll find on my YouTube channel I encourage you to share this training material in this training video with anyone else on your team that you think might benefit from this and your overall project team and your colleagues as well now for more information if you’re looking for more best practices and more supplementary material to this training course I encourage you to read our annual digital transformation report it’s a report we publish each year that goes through a number of independent reviews and rankings of different ARP systems as well as providing a number of best practices and tips to help organizations be more successful with their implementations you can read and download that paper for free by scanning the QR code in front of you or you can go to the links below and if you want to go even deeper than this white paper that we share with you for free I also encourage you to read my new book called The Final Countdown it’s a book that I published in 2023 that talks about digital strategy Erp projects and how to be successful in those implementations and it is my 25 years of experience with helping clients through their Erp implementations you can read that book by scanning the QR code in front of you or you can just go to the final countdown. now the way we’ve broken up this training session here today is we’ve broken it into a number of different modules and you can see the agenda here in front of you we’re going to start off by talking about Erp software in general this is especially helpful if you haven’t yet chosen an Erp system or if you’re still trying to figure out and narrow down what system or systems might be the best fit for your organization once we’ve done that we’ll dive into implementation implementation planning the implementation itself organizational change basically everything you need to know about how to implement Erp systems effectively and then we’ll get into some case studies we’ll talk about Erp failures and some of the lessons from them as well as successful ones and some of the lessons we can take away from organizations that have been successful in their Erp implementations first it helps to understand what exactly Erp software is so let’s start off by giving a quick highle overview before we dive into specific software vendors and ways to implement the system we’ll start off with this basic foundational understanding to start Erp software or enterprise resource planning software has been around for a long time it’s helped a lot of organizations improve and become more effective and efficient but what exactly is Erp software I’m going to give that answer here today I’ve been in the Erp software space now for over 20 years and whenever I’m talking to family or students or someone who’s not familiar with the Erp space that I’m in people often ask what in the world is Erp and what does that mean I mentioned that Erp stands for enterprise resource planning and Erp is actually an evolution from some older technology that was really originated with a lot of manufacturing organizations and that software was called MRP material resource planning so the origin of MRP came to be when a lot of larger Manufacturing organiz ations were finding that they were struggling with managing their entire manufacturing operations they had trouble tracking customer orders and tracking demand tracking what kind of parts and supplies they would need to purchase to be able to meet and fulfill customer demand so MRP systems were a way to handle that it was a way to manage the tracking of what supplies and raw materials we might need to manufacture for our customers it was a way to manage the manufacturing shop floor so that we could prioritize orders and make sure that we maximized throughput and it was really a way to address the whole movement in the 9s toward lean manufacturing and trying to maximize manufacturing efficiency and in the US a lot of us manufacturers were struggling with manufacturing efficiency and Manufacturing quality and they were being beat by Japanese manufacturing organizations at the time so MRP systems were a way to help organizations of all Origins and all national alties to help them better become more efficient and more effective so over time MRP evolved and morphed into something more than just a manufacturing solution it started to focus on warehouse management and procurement and financials and accounting even HCM or human Capital management or customer relationship Management on the sales side it took the core of MRP and started to expand in other parts of the Enterprise to where organizations were moving towards single systems that could tie together the entire organization provide one unified data set provide a common workflow across the organization and for lack of a better term provide one system that provided all the operations and data and transparency into what was happening enterprise-wide and so that’s the whole evolution of how Erp came to be it really traces its Origins back decades ago when Enterprise technology was first emerging now there are a plethora of Erp software providers in the marketplace the biggest ones the ones that are most commonly used by bigger organizations are companies like sap Oracle is another one Microsoft provides its own Erp solution those are the three biggest ones and a lot of organizations and Industry analysts will refer to those larger Erp systems is the tier one Erp systems those are the ones that are typically better suited for larger organiz organizations multinationals more complex organizations multilocation types of organizations those tier one providers are generally trying to provide a breadth of functionality that can meet the needs of those organizations there’s also tier 2 Erp providers and these are the providers that are more Niche Focus solutions they might focus on one industry might focus on one set of capabilities just to give you a few examples epicore and infor for example or two manufacturing Erp systems that are very common in the manufacturing space but you don’t see them a lot in other Industries you don’t see them for example in a lot of financial services organizations or Professional Services organizations they tend to focus more on manufacturing and distribution and nothing else so that is another example or another segment of the Erp space is that whole tier 2 market and then you have your tier three or industry Niche solutions that are there are probably dozens or hundreds of different Erp solutions that fall into that segment they’re either smaller simpler solutions that can provide capabilities to specific Industries or perhaps certain functions or capabilities within Erp they may not even be providing full Erp capability they may be focusing on just one small segment within Erp and like I said there’s a ton of different options and Solutions in that space so overall if we look at all the different types of Erp systems out there there are easily dozens of if not hundreds of Erp systems that can be used for your organization typically the going in proposition with Erp implementations is that you’re going to have one Erp system that can do everything that you would need technology to do for your organization now that is an ideal situation it’s a perfect world scenario but the reality is is most organizations have unique needs and unique challenges that can’t be met by one single ARP system that’s trying to be everything to everyone so what the single ARP System model has done is it’s created a niche or a void that’s being filled by what we call Best of breed Erp systems and these are systems that are not meant to be one single Erp system that’s going to be everything for everyone within your organization but it might be that you’re focusing on different segments of your business so for example within your sales organization you might have CRM or customer relationship management software within your HR department you might use a separate or a different human Capital management software the special izes in that at workday for example is a good example of a system that provides just HCM capabilities you might have a different system that provides financial and accounting capabilities and you could also in addition to those examples be using a core back office Erp system to tie it all together so best of breed systems is a common Trend that we’re seeing in the market and it’s in some ways more complex because now you have multiple systems that you have to tie together but in other ways it provides more flexib ility it provides more precise fit with what your unique business needs might be and there certainly trade-offs to both the best of breed model as well as the single Erp model but when talking about Erp it’s important to look at the whole picture of what are those spectrum and Continuum of options available to you in the marketplace you’ve probably seen that Erp implementations quite commonly fail in fact many statistics put the failure rate at above 80% of organizations that try to implement DRP whether it’s a tier one system a tier 2 or three system or a single Erp best of breed Erp doesn’t really matter the failure rate is fairly high so the question becomes if the technology is great and there’s so much demand for this technology how could they possibly fail as often as they do and if you check out my channel and some of the other videos on my channel just search the word failure and you’ll find a bunch of videos I’ve created about how to avoid failure why projects fail what some of the common challenges are but in a nutshell the reason Erp implementations typically fail is not because of the technology but it’s because of the operational and the people side of things the technology in general is very robust it’s very sophisticated it’s Innovative it can do a lot of different things that’s usually not the problem although technology can create complications during implementation but the more common challenges and problems with Erp implementations are that we haven’t adequately addressed our business process improvements we haven’t adequately addressed our organizational change management or our people needs so in other words and to put it simply people don’t like to change and because they don’t like to change new technology no matter how great it is is going to be difficult for your organization to adapt to so in its simplest terms people and processes are why Erp implementations fail like I said I encourage you to watch some of the other videos on my YouTube channel that go into that topic in more detail but in general that’s why implementations fail so the question becomes how do we Implement Erp software if most of them fail what can we do differently to implement well and to simplify and to summarize what I’ve also talked about in other videos on my YouTube channel the first thing is to find the right software or technology that’s the best fit for your organization that’s kind of the first step that’s the minimum ante that you need to be able to succeed is to make sure that the software technology you’re implementing is a good fit with what your needs are and make sure you get an independent assessment and View and objective eval valuation of the different options in the marketplace so you can find the best technology for your organization a second critical success factor is to ensure that your organization is aligned on what it wants to be when it grows up a lot of times organizations are trying to implement Erp software at a time of turmoil at a time of misalignment or at a time of strategic misalignment where the organization isn’t on the same page with the direction it’s going it doesn’t have a clear vision and then you try to Overlay new technology on top of that and that’s a recipe for failure so making sure you have clear alignment on your overall organization is very important and again I’ve included some videos below that will help you further dive into that topic and then the implementation itself when we focus on the implementation it’s important not to focus too much on the technology but to shift some of the time resources and attention from technology over to the people in process side of things if we do the people and process side of things very well and we also have alignment and we’ also pick the right software or technology for our organization we have the best chances to succeed but the problem is most organizations fail in one or more of those three critical success factors and like I said I encourage you to download some of the content I’ve included links to below that’ll dive more into what you need to do to be successful for your Erp implementation Erp software had its Origins many years ago with some very simple types of objectives it was trying to accomplish it was just trying to track inventory and orders and activities better within an organization sounds simple enough but over the years it’s evolved into more than that it’s not only trying to tie together an organization provide one common single source of Truth for what’s happening in the organization but it’s also now trying to introduce more Advanced Technologies and capabilities into erps so for example there’s new artificial intelligence that’s helping organizations automate some of their business processes better there’s machine learning that looks for patterns and exceptions to things as simple as accounts payable processing of invoices machine learning for example can automate the accounts payable process and use artificial intelligence to flag the exceptions or the things that look like outliers or the things that look like could be potential problems in your accounts payable invoice processing so that’s just one minute example of how machine learning and artificial intelligence is being used to take Erp to a whole another level you also have blockchain which is being used by many organizations and pharmaceutical and food companies for example they need to track every raw material in part in an entire production process an entire distribution process so that if there’s ever a recall or regulatory problem blockchain can be used to trace problems back to the supplier and that’s a new technology that’s being provided and then finally one other common Trend we’re seeing is Internet of Things if you have an Apple Watch and your Apple watch is tracking your dat daily activity that’s an example of Internet of Things it’s tracking that information it’s storing it in the cloud and what you do with that information and how information like that could tie back to an Enterprise is very important for example a lot of manufacturing organizations will have Internet of Things type devices out on the shop floor that will be tracking data on the shop floor that will then tie back to the Erp system so that you can see complete visibility into what is not only happening within the corporate headquarters but also what’s happening on the shop floor so those are just a few examples of some of the trends that are emerging in the Erp space if managed correctly implemented correctly and leveraged correctly organizations can go to the next level in their respective Journeys but it requires the right Focus the right discipline and also just finding the right technology now that we have this basic understanding this fundamental understanding of Erp systems in general let’s go a little deeper and talk about how Erp systems actually work Erp systems are very complex Integrated Systems with a number of different modules so what I want to do next is more of a whiteboard session to dive into what exactly Erp systems are just to help you visualize and understand Erp systems in general I’m going to talk about sort of the mechanics of how Erp systems work along with some of the nomenclature that you should be aware of and by the way for more information about this you can also check out my you YouTube channel that goes into a lot more detail about what Erp systems are and some of the different terms and definitions you need to know so be sure to check that out and I also wanted to invite you to download a white paper from our website that’s called lessons from 1,000 Erp implementations and it’s a guide to best practices and tips and Lessons Learned for Erp implementations and it’ll help you understand how Erp systems work and how implementations work as well so what I want to do today though is talk about the mechanics of Erp systems and how they work more from a mechanical perspective and that’s what we’ll talk about before we dive into what Erp systems are and how they work it helps to understand what we’re moving from in other words organizations are implementing Erp systems because they’re trying to replace their old Legacy systems so that’s the starting point we have here is you have Legacy systems that organizations are starting with and these Legacy systems might be anything from an old DRP system uh it could be a A system that was deployed 10 or 20 years ago maybe even longer um often times organizations are still using main frames believe it or not if you don’t know what a Mainframe is it’s something that was used mainly in the 60s and 70s and it was a there’re the big servers green screens transaction codes a lot of stuff I don’t need to get into here but it’s a very old outdated type of Technology but a lot of organizations are still using them and the number one Legacy system in the world uh I don’t have any data to back this but it’s based on just qualitative experience but the number one Legacy system in the world is Microsoft Excel so spreadsheets in other words organizations that are running their business on spreadsheets they’ve got people with a lot of tribal knowledge and they’re trying to document that tribal knowledge on their local machines in Microsoft Excel so this is where organizations are starting from is our Legacy systems and that’s the first thing to understand is what is it we’ve got today and then what is it we’re going to move toward in the future and that’s what I’ll get to next now let’s shift gears and talk about what Earp systems really are and the first thing I want to talk about are modules when you think about an Erp system which is what we’re moving to here we’re moving from Legacy over here to Erp systems we’re going to have a number of modules and modules are essentially a functional area or a specific business process that can be handled by the Erp system but it’s not just one big massive system it’s a set of modules almost like a puzzle you’re putting together pieces of a puzzle and each module handles their own part of the business so for example a lot of VP systems might have a finance module so this would be more the the uh reporting and the financial budgeting things like that you might have an accounting module for example that’s a very common one another common one would be Inventory management so this is tracking all of the raw materials and goods and materials you might need to run your run your business organizations also oftentimes have Supply Chain management Tech or uh Supply Chain management modules I should say you might also have CRM which is customer relationship management that’s what your sales team would use to track their Pipeline and potential customers you might have your human Capital Management which is your HR systems this is how you onboard people you track their training their benefits payroll all that good stuff so these are just a few examples I won’t go into all of them every Erp system has its own unique mix of modules but in general they have dozens if not more modules that handle different parts of your business and some of these modules by the way especially Supply Chain management might actually have subm modules within it so for example Supply Chain management might have Logistics as a separate module we might have uh procurement for example um you might have logist I already said Logistics you might have transportation management so those are just just a few examples of subm modules and that’s true for all of these Finance might have AR or I’m sorry accounting might have AR and AP uh Finance might have budgeting reporting Etc so you get the idea here the modules are the ways that Erp systems are built to handle specific functions and in the past or or in some cases there are systems out there that only focus on one or more of these modules but Erp systems one of the benefits of Erp systems is that they can do all these things within one single system but still broken out into individual modules and the key to understanding how these modules all tie together is endtoend business processes so you’re going to have end to end processes that start with the individual transactions within each of these modules But ultimately you need to tie it all together and provide those endtoend processes throughout the entire organization which is part of the value that Erp systems provide so these are the building blocks for an Erp system how how do we start to build it how do we start to deploy it well the first thing we do or one of the first things we do is we configure each of these modules they’re not just out of the box working a certain way there’s certain decisions you need to make to really configure and personalize the software to fit your needs and you’re going to do this module by module typically you’re going to start off at the foundational building block side of things building out the the requirements and the configuration that are needed to get the software to work the way you needed to to fit the needs of the business now some Erp vendors have a certain amount of best practices or preconfigured business processes so for certain industries or certain functions Erp vendors sometimes will have sort of predefined ways of configurating the software for certain instances or certain industries so that’s one way you can sort of speed up this configuration process but it doesn’t change the fact that you have to Define what your business needs are Define what your business requirements are and then figure the software and set it up the way you need to going forward now for some reason you find that the configuration for any one of these modules is not enough it doesn’t give you the option you need to run your business the way you want to then your next option is going to be customization customization is a little bit different because we’re not just checking boxes and clicking buttons to get the software configured a certain way customization entails going into the software and actually changing the source code it’s a risky proposition creates a lot more cost and risk than you might want but sometimes it’s necessary if you can’t get what you need out of the basic configuration the other option is if you find that any one of these modules don’t give you what you need within the cor Erp system you might go out there and find another third party technology to bolt onto or integrate to your Erp system so a good example would be Supply Chain management Supply Chain management oftentimes is such a complex area that some Erp systems can’t do Supply Chain management well you also see it fairly commonly with CRM as well there’s a lot of best of breed providers out there like Salesforce is is the biggest one one Salesforce CRM which provides really robust deep CRM capabilities but it’s a standalone system so you lose the benefit of having a single set of modules that are all tied together you can still do it but it’s just a different way of approaching any deficiencies that the Erp system might have Within These modules so as we are configuring the software using either some of the preconfiguration or configuration we do on our own we now need to figure out how to integrate the system the system isn’t just integrated out of the box it provides the tools to integrate but each of these modules are still somewhat of a standalone system that need to be integrated so we need to make sure that we’re tying together data flows and process flows across these different modules for example if we buy some inventory we need that data the fact that we just bought some inventory we need it to tie back to Finance and Accounting and that data needs to flow back and forth uh same with Supply Chain management um we need to make sure that we’re buying inventory and we understand the impacts on Supply Chain management and of course it all starts with your with your sales and your customers so as customers are placing orders that should affect and influence how we manage Inventory management and that data and those process flows need to tie together through integration between modules now if you have a thirdparty standalone system that you’re going to bolt on let’s just call it third party system down here because I’m creative like that so thirdparty system we’re going to do the same thing we’re gonna tie that third party system back to the core Erp system this is a little bit easier to integrate generally the modules within an Erp system but if we have to we can pull in a third party system that’s unaffiliated with the CRP system and tie it in through integration tools now we have to be careful though because every time we do this we’re diluting the value of a single Erp system a single platform that we can use might be necessary maybe you’re selective about it but you don’t want to get overly excited about doing too much of this because then you start to wonder why do you even have a core RP system if if you’re going to bolt on a bunch of different systems on top of that so you can do it but you just want to make sure you understand some of those trade-offs now the next thing we do once we’ve configured the modules we’ve integrated the modules now we’ve got to test the processes and the data flows between the different modules so again it doesn’t just magically integrate it doesn’t just magically work now we need to make sure that all the decisions we made in this complex set of modules we need to make sure that everything’s flowing the way it should data isn’t getting corrupt or lost along the way make sure the processes and the transaction are working the way they need to to support our business and all of that is done by tying this all together after we’ve done the integration through testing and typically you’ll do different types of testing which I’ve talked about in different videos on my YouTube channel so I encourage you to check that out but I have a whole video that talks about the testing process and the different phases of it how you do that and you can check that out in the link here above but generally what you want to do is make sure that you’re testing across these modules to make sure the processes work the data works and ultimately that people are valid validating within your organization the people within your organization are validating that the system works the way it was intended to be built so once we’ve done a few iterations of that testing process now we’ve got to make sure that we get all this data over here we need to move it all over to the new Erp system so over the years we’ve accumulated and presumably hoarded a bunch of data we’ve got our old the Erp system that have been tracking data for decades or how long you’ve had the system maybe your main frames have been around for even longer you’ve been using Excel spreadsheets all over the place you’ve got different employees that are tracking different sets of data so we need to make sure that we figure out how we’re going to consolidate all this data capture it all clean it and then ultimately map this data to the new technology and when I say map that’s a little bit different than migration so first is to map the data so data fields over here might have different names than data fields over here for example in our old Erp system maybe a work order was actually called a service order but in the new Erp system it’s called work order so we need to make sure that we map those data fields to the right place from the old system to the new system and that’s just one example there’s tons of different examples of ways we need to map data from old system to new and it’s often times a messy process because new technology new capabilities make it harder to track or to to trace and map the data the way it was back 10 20 30 years ago to the way it is today so it’s not a perfect process but it is something we need to do and not only do we need to map the data but we also need to make sure that this data is accurate over years and years of using these old systems people make mistakes or they forget to enter things into the system and this data becomes inaccurate so we need to go back and clean up this data and then once we’ve done that then we can migrate all that data over here and then we can complete the testing process with data in the new system and then ultimately we can go live with that data now organizations typically don’t bring all of their data over they tend to be forced into some trade-offs and priorization decisions around what data they actually need to bring over versus what they can leave behind so that data migration process is very important and it’s actually an area that’s oftentimes overlooked or underestimated in a digital transformation or Erp implementation so you want to make sure you spend lots of time on that so I hope this has giv you a fundamental understanding of how Erp systems work what you can do to understand these different nuances of Erp deployments and for more information and more guidance and best practices I encourage you to download our lessons from 1000 Erp implementations ebook now that we have a general understanding of what Erp systems are and how they work let’s dive into some of the buzzword some of the terms and definitions that are important to understand as you’re entering the world of Erp systems or as you’re embarking on your Erp implementation and these are a few of the most important terms that are critical for you to understand so that you can speak the same language with your peers internally within your organization as well as with your outside Consultants or if you are a consultant it’ll help you speak the same language with your peers as well well so let’s dive into some of the top terms and definitions you need to understand as part of your Erp implementation the first and perhaps the most fundamental term to understand is the term Erp itself what does the word Erp mean well the acronym itself stands for enterprise resource planning which that in and of itself it doesn’t tell you what it means but the term enterprise resource planning is really a way to describe technology that ties together an entire business and the reason the term Erp came to be is because in the past companies would deploy multiple Technologies to do different things throughout an organization so Erp systems were invented to really create a single enterprise-wide technology that could do everything from cash and financial management to inventory management to customer service and Order management warehouse management manufacturing basically anything that an organization needed could be handled by an Erp system so enterprise resource planning is a term that defines and alludes to the fact that it’s a system that ties together an enterprise-wide set of business processes a very common term that builds on the enterprise resource planning term is order to cache and order to Cache is a term that refers to an endtoend business process that ties together multiple workflows and functions throughout a business it all starts with a customer order and ends with collecting cash from the customer and everything in between are the steps that happen along the way so if you think about an order to Cache process typically what happens is customer calls you place the order you capture the order in the system and usually that order will trigger a whole set of Downstream activities that will be managed in the airp system so things like managing inventory or making sure you order the right raw materials to satisfy that customer order making sure that you generate an invoice to ensure that the customer pays once the customer pays you track the money that comes in so there’s a whole host of things that happen from the time the order comes in until you actually collect cash from the customer and by the way this will also include things like warehouse management the manufacturing process the planning process for manufacturing really everything that goes into making your product of service and delivering that product of service to your customer and ultimately collecting cash from your customer similar to order to cash you also have a another endtoend business process called procure to pay and procure to pay is a little bit different from order to cash in that it’s more focused on procuring the materials you need to run your business and ultimately paying for those materials so it’s sort of the opposite of order to cash in that order to cash is focused on fulfilling a customer order whereas procure to pay is more focused on what an organization itself needs to procure and pay for to run its business so if you’re an organization that manufactur facturers widgets you need to acquire raw materials in which case you’re going to procure and place orders for those raw materials you’ll receive the raw materials and ultimately you’ll pay for those raw materials sounds simple enough but there’s a lot of steps in that process and a lot of nuances that organizations go through when they’re going through their procure to pay process and the reason that this is such an important process is because when we look at the endtoend business processes within Erp you have your order to cash and procure to pay which are really your two major endtoend business processes that relate to an Erp system now even though Erp systems are meant to be single Integrated Systems the reality is that the way Erp systems are built are in modules so it’s not just one big massive system it’s one big massive system that’s comprised of a number of different individual modules that ultimately integrate tie together and provide that end to-end visibility and that endtoend processing that P systems provide so every Erp system is a little bit different has different modules different names for the modules but if you think about the functional pieces of a business most functional pieces of a business are going to have a module that relates to that part of the business for example in Finance and Accounting you have your accounting and your general ledger module you might have your financial planning module you have your accounts payable module your accounts receivable module so a lot of different pieces within Finance and Accounting might have different modules or subm modules that provide very specific functionality for a specific part of your business but even though it’s providing specific functionality it’s providing that functionality in a way that can integrate with the other modules to provide a complete integrated endtoend business process flow within that technology other examples of modules outside of Finance and Accounting might be Inventory management sales and distribution customer order processing you might have warehouse management transportation management MRP or production planning in the manufacturing environment these are just a few examples of some of the different modules that Erp software providers provide to their customers the beauty of modern Erp software is that they can provide a lot of flexible different types of business processes even though they have a standard way of working a standard way of functioning within the nuances of how that software Works they can be configured and tailored to meet the needs of different business requirements so business requirements are what the needs are of the organization the needs that determine how we’re going to configure and set up the Erp software to accommodate the needs of the organization and I’m going to come back to this concept of configuration later in this video that’s another term we’ll get to but for the time being it’s important to understand what business requirements are and typically what happens is each function or each department within an organization has its own set of business needs business requirements that it will Define as a way to select and implement the right Erp software in the right way that best aligns with and meets their needs now some organizations might have hundreds or even thousands of business requirements that they Define as part of their business requirements but they’re not all equal there’s going to be those that are very high priority things that you must have within an Erp system and then there’s lower priority ones that are more nice to have in a perfect world you might have these business requirements that are met and you’re going to try and accomplish as many of those business requirements ments as you can within your Erp system but in general the whole business requirements phase of a project begins early in the process typically even before you’ve selected an Erp software and oftentimes you’re defining those business processes in even more detail once you selected the software and it’s time to go implement the software now when implementing Erp software in order to accommodate the business requirements that have been defined by the organization implementing the software it needs to go through a process called configuration and configuration is really a way to really personalize or set up the software in the way you want it to work and every Erp software has a number of configuration tools some more flexible than others that give you more options than others but every airp system out there is going to have a certain amount of configuration you can do and a way to think about configuration is it’s a way to change the software and change the way it works and personalize it to fit your needs but not in a way that compromises or changes the way the software was written so in other words you’re not changing the code of the software necessarily you’re not doing development work you’re checking boxes and flipping switches within the software to ensure that it does the right things and goes through the right workflow to match your business processes and your business requirements so configuration is a mandatory part of any sort of Erp software implementation and it’s a key term to understand as you go through your Erp software initiative now I mentioned that configuration is a way to change change the software and personalize the software without changing the way the code was built but sometimes an organization has such unique needs or is so different from its competitors that it needs to change the Erp software in some way beyond the limitations of what configuration allows you to do in these cases most Erp software will give you the tools to actually customize the software and it may sound like very similar terms customization and configuration but customization is different in that you’re actually going in and you’re changing the code you’re doing development work it’s a lot heavier lift from a technical perspective and you’re actually creating additional risk because now you’re changing the way the software was built and you’re sort of rewriting some of the code that’s been proven and established in working for other organizations now often times it’s a necessary evil it’s something that organizations have to do in order to get the software to work the way it needs to but other times organizations customize when they don’t need to there might be better ways that they could get what they need simply by configuring Which is less risky and less timely and less expensive than customization so you want to make sure that you customize only in must needed situations those mandatory business requirements that simply can’t be met through configuration you might look to customization as a way to tailor the software to fit your needs now I mentioned earlier in this video that Erp software is comprised of a number of modules and subm modules those modules and subm modules are integrated with each other so that you’re still using the same system the same user interface the same set of data and the data is flowing and the processes are flowing throughout those different modules however in order to get these modules to work and to talk to one another you still have to do integration you have to ensure that the hooks or the ties between these different modules are there and that the data is flowing and the processes are flowing the way that they should in addition most Erp software implementations require that you implement that core Erp software with some other thirdparty system that’s unrelated to the Erp system even though Utopia is to have one system that’s used by everyone within the organization to do everything an organization needs typically most Erp software is not going to give you 100% of what you need and it requires that you have some other Standalone systems to support that core Erp software in these cases you need to integrate with those thirdparty systems as well to ensure that the data flows back and forth between your core Erp system and all the modules within it and these thirdparty systems a good example and a common example of thirdparty systems that require integration to the core RP software is going to be in any sort of regulated industry if you think about pharmaceuticals or the food industry there’s strict government compliance regulations that require that you have certain processes in place and that you track information a certain way often times those standards and needs aren’t met by simply having an Erp system in place often times you need a standalone separate system to track whatever information or processes you need but whatever the cause is or whatever the reason is for having these thirdparty systems you want to make sure that you build that integration to ensure that the data is Flowing between the core Erp system and those third party systems and typically this is done through what’s called apis and I won’t get into a bunch of technical details but apis are generally the tool or the technology that’s used to create the hook or the integration points between the multiple systems Enterprise architecture is another important term to understand as it relates to Erp software and it ties back to the previous point I made about integration so when we’re talking about integration we need to have a blueprint or a big picture vision of how different systems and different modules within the ARP system are going to talk to one another so in other words we need to Define where the integration points are how data is going to flow back and forth between those systems and ultimately where the data is going to reside where’s that ultimate single source of truth going to be in terms of where the data resides and that’s a big part of what you define as part of your Enterprise architecture so when you hear the term Enterprise architecture or software or solution architecture those terms are somewhat interchangeable and refer to basically a visualization and a map of how different technology and different modules within Technologies are going to talk to one another where those data points are going to be how the data is going to flow how different transactions will flow and touch between multiple systems and so that’s ultimately what Enterprise architecture and solution architecture means in order for an Erp system to work properly it needs to have data and it needs to have historic data so data you’ve brought over from previous systems that you had in place prior to deploying a new Erp software and so data migration refers to the whole process of cleaning up your data that’s in your old system because often times the data in the old system is corrupt or it’s become dirty and inaccurate over the years so you need to clean up that data and then you need to figure out how those data fields and those data points map to the new system because you might have different naming conventions for different fields and different subjects within the system and then ultimately how you’re going to move that data from the old system to the new one so that whole process I described is really falling under the bucket of data migration and so data migration is the way that we clean and map and move the data from our old Legacy systems to our newer Erp software so these are 10 of the most important terms and definitions you need to know as part of your ARP software implementation one of the tricky things about Erp implementations and Erp software in general is that there’s a lot of different options you have two basic types of Erp systems you have fully integrated single Erp systems which are meant to provide one single user interface one single database one single application that ties together your entire operations the other bucket of Erp systems is more of the best of breed model and this entails choosing multiple systems to handle different parts of your business so for example you might have a core Erp system to handle your financial and accounting needs but then you might have another system that handles your HR needs you might have another system that handles your CRM or customer relationship management you might have an Mees or manufacturing execution system that automates your shop floor so a lot of different systems that do different things in the market and rather than trying to be everything to everyone these Focus modules are more targeted on specific niches or in some cases specific industries that are meant to do Erp better than the traditional Erp systems can so while some may argue that best of breed is not really Erp it really is Erp syst systems can be one single integrated system or it can be modular based or separate vendors for different functions within your business and different organizations have different needs so you’re going to have an answer that might be different than your nextdoor neighbor or another organization in your industry so let’s dive into some of the pros and cons of single integrated Erp versus best of breed Erp so let’s start with the single Erp software model that’s frankly where most organizations start and assume they want to be at least the clients we work with they want a single Erp model so we’ll start here and we’ll talk through some of the pros and cons here so with single Erp one of the biggest advantages is that you have one system and the fathy of one system leads to another set of advantages which is there’s a lower learning curve because you don’t have to teach people how to use multiple systems you’re training them on one system it’s easier to maintain and deploy because you’re focused on one system versus multiple systems for multiple Technologies it also provides a single source of Truth for data so when you think about a single Erp system you have one system that houses all of your data you don’t have to worry about the data flowing between systems and something happening to the data because it’s going in between multiple systems you have one single system that’s handling all of it and that leads to another benefit which is that there’s less technical complexity with one system because you don’t have to tie together multiple systems you don’t have to worry about all the different integration points and some of the architecture issues that come up as a result of having multiple systems so there’s less technical maintenance here and complexity I should say so these are just a few of the advantages and reasons why you might consider one single Erp system now let’s talk about what a best breed model might look like and how it compares to the single Erp System model so far the single Erp software model sounds pretty good when I look at this I think that sounds reasonable it sounds like something I would want if I were a leader within an organization but let’s also look at the best of breed model to see if it is as good as it seems to have a single Erp software model so let’s talk about best of breed and again just as a reminder best of breed means that we’re not looking for one single system to do everything throughout our organization as we are here what we’re doing here is we’re looking for the best Technologies for the different parts of our organization so for example your accounting and finance group might go out and buy a Finance and Accounting system your supply chain managers might go out and find a Supply Chain management system and your sales team might go out and find a separate customer relationship management or Salesforce automation system and so on and so forth so the idea here is rather than finding one technology across the Enterprise we’re finding the best Technologies for different parts of our organization now some of the benefits of besta breed would be that you’re more likely to find the better fit across the organization now when you talk to a software vendor especially the Erp vendors that sell the single Erp software model they’re probably going to tell you that this isn’t true true their software can do everything that best of breed can just as well but you get all these advantages the fact of the matter is that’s not true when you go out and look at Best of breed models you find that there are Technologies out there that can typically handle certain functions better than any one system can and the reason for that is because no single Erp software vendor is going to be able to beat everything to everyone even if they focus on one industry and you’re in that one industry they focus on it’s likely that you have different nuances and different parts of your business that have different needs that are is going to be satisfied fully by the single Erp model the other component of best of breed that can be helpful to understand is that there’s a higher learning curve so whereas with single arp we said there’s a lower learning curve here we’re saying there’s a higher learning curve because you’re having to train people on how to use multiple systems so a higher higher learning curve here one of the potential downsides here is that you could have multiple sources of Truth so in other words we for example if we have a CRM system that’s tracking our sales Pipeline and we’re capturing prospective client information in that CRM now we’re housing customer and prospective customer data in the CRM system but we’ve also got presumably another system for inventory management or for financials where we need that same data the customer related information but it’s not in the other system so now we need to create integration and there’s integration back and forth and there’s more potential for something to break down or become undermined as a result of some of the human interactions between systems so that’s a potential upside or advantage of single ARP and another consideration for best of breed is that this has higher technical complexity so because we have to take multiple systems and tie them together figure out how we’re going to integrate these systems how the data is going to flow and ultimately what the overall landscape is going to look like and we have to maintain that longer term multiple systems that adds to your technical complexity so on the surface when I look at this I think okay if I look at these four categories or these four criteria that I’ve outlined here really the advantages here are largely to single ARP system models I say the advantages here here here and here and then here I would say likely to find a better fit might be favoring best to breed so on the surface I would look at that and say well clearly we we probably want the single Erp model because there’s only one advantage here but there’s three advantages here but here’s the problem and here’s the thing that it comes down to for most clients we work with is that this right here becomes the most important thing and the problem here is this difference between these two models is a lot bigger than just one item on a checklist so in other words a lot of times you’re more likely to find some bigger showstoppers over here because it functionally can’t handle what it is you need it to do so it ends up pushing organizations to want to at least consider more bester breed model now one thing I’ll suggest is that in some cases the fact that people resist this model and want to look at this model that could be a symptom of resistance to change so in other words we don’t want to change we the way we do business today so we’re going to push for more of a best breed model but a lot of times maybe even a majority of the time for a lot of organizations you find that no they really do have needs that are better satisfied here and these are strategic business needs not resistance to change this is actual stuff that we need to do our business well and to be more effective as a business so this becomes the biggest challenge for most organizations that are trying to resolve the debate and where they fall on the Spectrum so how do we figure out which model is best what do we do and is are there any other options than what we have here that’s what I’ll talk about next now as if this tradeoff and this decision wasn’t hard enough there’s actually a third option that a lot of organizations don’t consider and that is a hybrid model so that’s saying that rather than choosing one or the other we’re going to have a core single Erp system that does all the core vanilla type functions within our business and then we’re going to do best of breed for the complex or the unique aspects of our business or our industry so for example a lot of times if you look at an organization like a manufacturing organization a complex engineer to order manufacturing organization let’s say you might have a corer p system that handles all the financials basic Inventory management basic bill of materials and customer information things like that but when it comes to product lifecycle management CAD drawings and Engineering types of processes you might have bolt-ons that would bolt on to the core Erp system and this ends up being a good middle ground for a lot of organizations that are really having trouble deciding between these two and by the way vendors even recognize that this is a very powerful model because a lot of vendors like sap and Oracle for example and even Microsoft they gone out and acquired a lot of best of breed providers because they know that their single core Erp system can’t do everything they need it to do or that their customers need it to do so they go bu these best of breed providers so that they they can say that they have a single Erp system when in reality what they’re doing is they’re providing a hybrid model to their clients so regardless of which model we lean towards whether it’s single Erp best of breed or hybrid one thing that’s very important is integration and operability so when we think about in operability and integration what we’re talking about is how do multiple systems tie together so especially if we’re going down the hybrid path or the best of breed path we need to have a Clear Vision for how systems can tie together and how we can leverage solution architecture and integration to ensure that we tie the systems together but that function is important even in the single Erp model because as I mentioned earlier so many vendors have gone out and acquired best of breed providers as bolt-ons to their system that are technically third-party systems it just happens to be that the vendor owns those multiple systems so interoperability integr is something that’s very important in any sort of digital transformation especially if you’re going down the path of best your breed or hybrid so the question now becomes which of these models is best and as you may have heard me say in a lot of videos it depends it depends on what you’re trying to accomplish as an organization what your priorities are if this is your number one priority right here and you know you need to find the best Technical and functional fit for your business processes and your needs and you know that your business is fairly unique in terms of being in a unique industry or you have a distinct competitive advantage that others in your industry don’t have it’s probably going to push you more toward the best breed model but if you’re a younger organization you don’t have established business processes yet Perhaps you don’t have any complex business processes or needs yet as an organization a single Erp system probably makes more sense and of course you might be somewhere in between if you’re somewhere in between those two extremes on the Spectrum you might find that the hybrid model works best what a lot of our client organizations do especially when they come to us and say hey third stage Consulting can you please help us Define a digital strategy that helps us leverage the best single Erp system we may start with that as a starting goal but then recognize that we only get let’s just say 80% of the way there so which is a reasonable number by the way if we say we have 80% fit here that’s great that means we could probably start here and at the very least maybe do a hybrid we may not necessarily need to go fully down this path but we may find that we need to now figure out what do we do with the other 20% are we going to water down our business processes and let the software dictate how we do the processes that may be an answer depending on what the process and the function is and how important it is strategically to your business or it could be that no we’re going to actually go find in Via a hybrid model some other best of breed options that we can plug into or bolt onto our Erp system so those are the kind of trade-offs and the decision points you need to go through as an organization to determine what the best fit is for your organization so for more information and best practices on how to navigate decisions like this as well as specific software reviews and rankings that we do on an independent basis at third stage Consulting because we’re not affiliated with any software vendors and we don’t sell software we don’t support just one Software System we support them all for more information and best practices to help you with this decision as well as other strategic decisions that you need to make as part of your digital transformation our encourage you to read my digital transformation report an annual report we publish each year that highlights best practices and Lessons Learned From digital Transformations throughout the world as well as independent reviews and rankings of different technology options you might consider both in terms of single Erp systems as well as best of breed and Hybrid models too so I encourage you to download that digital transformation report to give you some starting point ideas on what your short list might be or what your long list might be for some of these different categories here now that we understand how Erp systems work and what some of the nomenclature in terms of definitions are we understand and the pros and cons of best of breed versus single integrated Erp systems now let’s dive into specific software vendors let’s talk about the top 10 vendors in the industry and this is only 10 vendors we’re going to give an overview of here there’s hundreds of software solutions that provide Erp systems in the market so take it with a grain of salt but these are the top 10 in terms of the ones that are most commonly selected by our clients and the ones that are most successful in their deployments however having said that this is a general top 10 list that may or may not apply to you as an organization and you may find it you have a totally different top 10 list based on your specific needs but having said that this is a good introduction to understand some of the major players in the marketplace before we jump into the top 10 list for this year it helps to talk about the methodology we Ed this year compared to past years as
well as what changes happened at a high level to the top 10 list first of all we’ll talk about the changes so in other words what systems are no longer in the top 10 that were in the top 10 last time we did this ranking well there’s two vendors in particular that fell out of the top to 10 that were in the top 10 in the past one is Sage X3 and the other is acumatica not that there’s anything wrong with these products but the Erp software field is becoming very crowded and there’s a lot of movement and advances in the industry and there were just simply other vendors that moved further into the top 10 and knocked those two out so that’s the first thing to not is these two vendors are no longer in our top 10 the other thing to note is our ranking methodology how did we decide who is or isn’t in the top 10 and how did we decide how the top 10 compared to one another well what we do is we look at overall functionality of the software we look at the cost and risk of deploying technology and we look at the results that our own clients get from having Chosen and implemented these different Technologies and the beauty of being completely technology agnostic and 100% unaffiliated with all of these software vendors is that we get a broad view of the marketplace and we understand the good the bad the ugly of all the different software vendors and the outcomes that we see with our clients the one thing I’ll say that is a bit different and has a heavier waiting this year than in years past is the failure rate of implementations we looked very heavily this year at what is the failure rate of these different vendors and that worked against some vendors in this case you’ll see a couple of vendors that fell in the top 10 largely because of their implementation results not so much because their technology or the functions and capabilities so that’s a bit about the methodology so let’s jump into the top 10 list now coming in at number 10 is the force platform and the force platform is actually owned by Salesforce and is created by Salesforce and it’s essentially a platform that allows Salesforce to be more than just a CRM solution which is what it’s known for force allows organizations and third party developers to extend salesforce’s capabilities or change salesforce’s capabilities by creating thirdparty applications and adding additional layers of features and functionality for specific functions Andor industries that allow organizations to have a semi-tailored Solution that’s a broad Erp type of solution last year force was number nine on our list it dropped to number 10 but it’s still a very strong solution and it’s a good alternate for organizations that don’t necessarily want a single application but they want to deploy a platform that gives them a lot of flexibility to tie together different systems and potentially even create their own custom applications to tie together with that Force platform now if you’re looking for more information in a deeper dive into Salesforce and the force platform check out this video right here it’s a review that I did not too long ago of Salesforce and this video will dive into the features and functionality of Salesforce in more detail coming in at number nine is Odo Odo is an open source system that has gained a lot of traction and momentum in the marketplace it was number eight on our list last year it fell slightly just a little bit to number nine mainly because there were two new entrance that moved ahead of ODU in the top 10 but still enough to keep it in the top 10 and the reason ODU is in our top 10 is because it offers a good alternative to smaller and midsize organizations that are looking for a system that gives them flexibility and allows them Simplicity in a sea of really complex Erp systems ODU is also very cost-effective so a lot of smaller midsize organizations that don’t have big budgets are able to afford ODU but the downside risk of ODU is that it may not be big enough or complex enough or robust enough for a larger organization and another downside risk is that Odo as an organization seems to be getting a little ahead of itself trying to go after larger organizations when their software isn’t quite capable of some of the larger more complex needs of organizations but despite those negatives there was enough strengths with Odo to keep it in our top 10 and number nine on the list and if you’re looking for a deeper dive review of Odo and understanding the pros and cons and Strikes of weaknesses check out this video right here it’s an independent review that I did of Odo that talks about what some of those strengths and weaknesses are in a bit more detail coming in at number eight is Oracle netw Suite Oracle netw Suite was number two last year and it dropped a few places to number eight largely because of some of the implementation challenges that we’ve seen amongst their customer base now let me start with the strengths though what the strengths of the product are and why it’s in our top 10 list first of all it’s a Pioneer in the software of service or the cloud space so they have a very mature product that’s been around for a long time unlike many Legacy on premise vendors that are just now making the migration to the cloud the other strength of netw Suite is that it’s it’s designed largely for small and midsize companies so if we were just to look at our smaller clients and NS we would actually be much higher on our list in fact it might be as high as number one on our list if we were to look at our client base right now just among small clients but because we’re looking at companies of all sizes and industries net we doesn’t quite have the capabilities to support larger and even midsize organizations and perhaps the biggest thing holding back net weed in our top 10 list this year is the implementation results that we’re seeing with some of our clients some of our clients have struggled with the relative lack of flexibility of the product combined with the complexity of the product as well and this is largely because of the SAS model when you have a software as a service model that is essentially multi-tenant that limits the flexibility of what you can do with it unlike other Cloud Solutions but all that being said netsuite is a very strong product it’s used by a lot of organizations and if you’re in the smaller midmarket it might be especially appealing to you now one other interesting data point as it relates to Oracle net Suite is it is actually number two on our list of the most most commonly selected systems by our client base so that’s something that’s worth noting as well now if you’re looking for a deeper dive into the strengths of weaknesses and the pros and cons of Oracle netw Suite check out this video right here which is an independent review that I did recently of the pros and cons of the software coming in at number seven this year is ifs and ifs is a unique solution that focuses heavily on construction and field services and some manufacturing and distribution and there a software vendor unlike many others that are not trying to be everything to everyone they know what they’re good at and they tend to stick to their knitting in that regard last year ifs was number five on our list and they are the seventh most selected system amongst the third stage Global client base which is why it’s here in our top 10 again this year some of the strengths of the product include the focus that I talk about and the fact that they’re growing fairly aggressively throughout the world and they’re really putting a lot of effort and time and resources into building out their ecosystem of partners that can sell and implement the solution so those are some of the strengths some of the downside weaknesses are that because this is a general ranking of top 10 systems across all Industries ifs doesn’t fit in all Industries and that’s okay but it’s something that does hold back ifs from being higher in our top 10 list having said that because they do Focus so much on certain industries they tend to have somewhat of a higher implementation success rate as a result of that now if you’re looking for more information about the pros and cons of ifs in more detail check out this video right here it’s an independent review that did of ifs that talks about the strengths and weaknesses of the product in a lot more detail coming in at number six is sap S4 Hana and S4 Hana dropped from number four in last year’s ranking down to number six and it’s also our number four most selected Erp system amongst our Global client base now as for is a very robust product it can do a lot of different things it’s designed and built for the Fortune 500 and the biggest organizations in the world that’s the good news the bad news is that there are some material deficiencies in the product as they continue the transition from on-prem ECC and R3 types of solutions to their Cloud s4a solution another reason that s4a has dropped in our top 10 ranking is because the implementation results have not been as strong as other software vendors there have been a lot of sap implementation failures in recent years and in fact even in our own client base we’ve had a couple clients that have completely canceled their S4 implementations because of material concerns with the product and with the implementation itself so for those reasons although the system is falling in our top 10 ranking it’s still a very strong and very prevalent product in the marketplace and that’s why it’s number six for more information and details and understanding of the pros and cons of the system you can also check out this video which is an independent review of S4 Honda that I did not too long ago coming in at number five is a new entrant into our top 10 and that is epicore and epicore is a vendor that owns a number of different systems that I’m not going to go into in a lot of detail here but they own Vantage and profit 21 and a few other different Erp systems that focus on different Industries some of the industries that epic cor focuses on includes manufacturing distribution and Retail those are three of the industries that we see them most commonly used in fact epicore is the fifth most commonly selected Erp software across our client base which is part of the reason why it’s new to the top 10 another reason why epicore is new to the top 10 is because in years past they actually struggled as an organization they had a lot of troubled implementations they had stripped back on their Professional Services Group they had really cut back on their ecosystem of implementation Partners but in more recent years they’ve really put in place a new leadership team that looks very promising and it’s sort of a All-Star group of Executives that have been in the industry for a long time and the vendor itself and the products themselves seem to be headed in the right direction so for those reasons combined with the results we’re seeing with our client base that’s why epicore is number five on our list now if you want to learn more about the strengths and weaknesses of epicore Vantage which is their Flagship product you can watch my independent review of the software which you can find right here on my YouTube channel coming in at number four is workday and workday has been on our list in the past but it wasn’t in our top 10 list last year the reason it wasn’t in our top 10 list is because some of the missing capabilities in core Erp functionality workday has historically been known as more of a financials and HCM or an HR sort of Technology but in recent years workday has invested heavily in Supply chain management and really expanding the Erp esque capabilities of the product the other reason why workday is new to our top 10 list and made the top 10 this year at such a high level is because more and more organizations are choosing workday they’re gaining a lot of traction in their sales cycle and in the marketplace and their implementations do have troubles just like any software vendor but they seem to be building a positive track record of implementation success so you may have thought of workday as just an HR or just a financial type of system but it’s important to think of workday as a more of a complete Erp system if you’re looking for more information about the pros and cons of workday in more detail check out this video right here which is an independent review of the pros and cons of the solution that I recently published on my YouTube channel coming in at number three is in for cloud Suite which is up from number six last year it’s also the number three most selected system amongst third stages client base and the reason in4 Cloud Suite has moved up is largely because it’s being selected at higher Pace amongst our client base but also because Cloud Suite is starting to finally get some traction and some stability to the cloud site solution for a long time in4 has really struggled with M3 and sight line and some of the other Legacy products and having a clear road map for cloud Suite going forward and having a unified road map for cloud Suite going forward but now we’re starting to see the fruits of the last few years of their investments in Cloud Suite in advancing the product as well having said that there are still still imperfections with the product there’s still some confusion and sort of a mix and match of different solutions that are required to satisfy many clients needs but they’ve come a long way and their product is a lot more complete than some of the other products in the marketplace so for those reasons infor is number three on our list this year and you can learn more about in Cloud Suite in more detail in terms of features and functionality in pros and cons by watching this video right here from my YouTube channel that dives into my independent review of in4 cloud Suite coming in at number two is Oracle Fusion Cloud Erp which is up from number three last year so it moved up one in our ranking and it’s also the sixth most selected software among third stages Global client base now the reason Oracle has moved up in the ranking and the reason it’s so high in our ranking is because it provides a flexible option for large organizations Oracle generally focuses on the big multinational organizations it’s a robust product it can do a lot of different things it has a lot of diversity in its functionality but it’s it’s also flexible more flexible than say an sap S4 Hana which is why it rates higher than sap Oracle also has less of a black eye when it comes to implementation results although there are plenty of implementation challenges and even some failures in the Oracle ecosystem Oracle Fusion Cloud Erp has a lower failure rate than sap in terms of the data we’ve seen the other thing to note with Oracle Fusion Cloud Erp is that it has more of an open architecture that can more easily be integrated with other types of systems and Solutions now if you’re looking for more information on the pros and cons of Oracle Fusion Cloud Erp check out my review right here on my YouTube channel that provides the pros and cons from an independent and Tech agnostic perspective coming in at number one this year which is the same as last year’s number one is Microsoft Dynamics 365 fno and the fno stands for finance and operations the reason it’s number one again this year is largely because Microsoft d365 appeals to such a large customer base they generally focus on midmarket and larger organizations so while sap and Oracle tend to focus on just the big companies and netsuite and ODU and others tend to focus on the smaller companies Microsoft d365 sort of straddles between both they cover the midmarket as well as larger organization so it’s a product that can scale but it it’s also not too much overkill for a smaller midsize company that might want to deploy technology the other reason why Microsoft is number one is because first of all it is the number one most selected software by our client base but also because it is a very flexible solution and it’s also a solution that has a familiar user interface in that Microsoft looking feel it’s also an open architecture that can integrate well with third party Solutions so these are just some of the reasons why it’s number one on our list now if I were to focus on the negatives the things that might hold back Microsoft d365 I would say that the biggest negative is the value added reseller ecosystem they really have no control over their ecosystem there’s a wide variety of discrepancy in the qualities and the strengths and weaknesses of different bars out there so you really have to be careful in choosing the right implementation partner because there’s quite frankly too many of them out there but all that being said that’s enough to land Microsoft d365 at number one on our list and if you’re looking for a more detailed review of the pros and cons of the functionality of the software I encourage you to watch my video right here they dives into my independent review of the software so those are the top 10 systems in our top 10 list but there’s a lot of systems that didn’t make the list that you can make a pretty strong argument should have made the list and in some years past they have made the list some honorable mentions worth noting would be ukg ukg is Ultimate Kronos group it’s the merger between Ultimate Software and Kronos and they’ve provided really a best-of class sort of HR and workforce management sort of solution so if you’re not looking for a complete Erp system but you’re really honing in on HR and workforce management ukg might be a great option another honorable mention goes to paler paler isn’t an Erp system per se which is why it did not make the top 10 list but it’s more of a platform a workflow management solution that can help tie together multiple systems and in fact you can watch my independent review of the pros and cons of the system by watching this video right here another one is service now service now is oftentimes viewed as a pseudo Erp system even though it’s not a full-blown Erp system but it’s oftentimes used for service-based organizations and customer service driven organizations and you can watch my review of that soft software in this video right here and then finally snowflake snowflake is a sort of a business intelligence tool on steroids that takes business intelligence to another level it could be a great alternative to traditional Erp systems but because it’s not a complete Erp system we did not includ it in this year’s ranking but it is an upand cominging technology that you might want to consider and then of course the other honorable mentions would go to Sage X3 and acumatica two very strong solutions that were in the top 10 last year and they fell out of the top 10 mainly because we had two new entrance that move to the top of the list but there are still two strong Solutions worth noting so I hope you found this information useful now that we’ve given this overview of Erp systems and how they work specific vendors in the market now let’s shift gears and talk about how to implement Erp systems one of the first steps that’s critical to a successful Erp implementation is your definition of business requirements and business requirements generally are going to summarize your needs and what you want to get out of the system for your future State and that’s the key word here is future State it’s not necessarily focused just on how you do things today but how you want to do things in the future if you had better Technologies so it’s really important to have these business requirements not only to help you select the right system but also to help make sure that as you implement whatever system you’ve chosen you’ve conducted that requirements traceability to go back and make sure that you’ve actually achieved and accomplished those requirements that you expected to see out of the ARP system so so let’s dive into in this next module business requirements and how it fits into in overall Erp implementation first it helps to understand what exactly business requirements are and as the name suggests it’s a set of descriptions of what you need technology to do to support your business so typically what happens is organizations decide that they need a new technology or set of Technologies or they want to deploy a set of Technologies to improve their business as part of their process one of the first steps is to Define what those business requirements or business needs are you can also view them or consider them in terms of what the business wants are in a perfect world if we could improve our business with new technologies what kind of requirements might we have in that scenario so business requirements are really a combination of the things that are working today that you want to preserve but also looking to the future of in a perfect world with new technologies what kind of business needs and requirements is it that we want to have now these business requirements are useful through the the entire life cycle of any sort of Erp implementation or digital transformation business requirements are a useful tool for helping evaluate and select the right technology but they’re also a useful tool in terms of helping implement the technology the way you need it implemented and that latter part is really important because a lot of organizations focus on business requirements to help pick the Technologies or to select the Technologies but then they lose sight of those business requirements and they don’t do much with it during implementation so what I’ll talk about throughout this video is how business requirements can be defined and how they can be used effectively in your digital transformation or Erp implementation so the way business requirements Gathering typically works is you’ll have a series of workshops with different stakeholders and functional areas within your organization you’ll ask them to describe their current processes to walk through their current processes to talk through the things that are working well and the things that aren’t working well what are the pain points and the opportunities for improvement and then another layer is also looking to the Future in a perfect world of if we had better technology what might that look like and what might those business needs or requirements be so we’re looking at business requirements across the spectrum of what works today all the way through what could work or be possible in the future and typically what we’re doing is we’re describing in a fair amount of detail what we would like the technology to do within our functional area what is it that we like the technology to do to support our business going forward now one word of warning here and one tip is to make sure that you’re not simply rehashing what you already do today and focusing just on the current state the current state is important there’s probably things that you’re doing well that you want to preserve and build on but you don’t want to Simply automate what you’ve always done you want to look to the Future to Define what technology could help with and also look to the ways that technology could potentially improve some of the pain points and opportunities for improvement within your organization now once we’ve defined these business requirements through these workshops we might end up with hundreds of business requirements if you’re a larger more complex Lex organization you might end up with thousands so it really depends on the size and complexity and depth that you’d like to go into one thing I would say is that the deeper you go into the requirements the more likely it is that you might run into analysis paralysis but at the same time you don’t want to be so high level that they’re not helpful in helping you select and Implement software effectively so you want to find that right balance to help you manage the project and using those business requirements as a foundation for the entire digital transformation Journey now once we have our full set of requirements not all business requirements are created equally some of them are extremely important and extremely critical their must haves their showstoppers of who can’t get these business requirements or they’re very strategic to the organization there might be another set of business requirements that are low priorities it’s just more nice to have in a perfect world yes we would like these things to be accomplished and then there’s some that are sort of moderate prioritizations that are a little bit more important the nice to have but they’re not super critical or absolutely critical to the organization so typically you want to prioritize your business requirements in terms of high medium Al low or critical nice to have somewhere in between whatever categorization you want to call it typically having those three layers of business requirements is critical and that prioritization will help make sure that you recognize and navigate the inevitable trade-offs that happen when you’re selecting and deploying technology in other words you’re not going to find a technology that meets all of your business requirements so that helps you ensure that you’re at least meeting the most important ones and maybe most of the moderate ones and maybe a fair amount of the low priority requirements so that prioritization is just as important as the actual definition of the business requirements as well now once we have our business requirements defined and we’ve prioritized them now we can use those business requirements to help us identify evaluate and select potential Technologies to help us with our business so now we can look look at demos from software vendors and we can do it not just in the context of a sales pitch from a sales rep but instead we can do it in the context against the backdrop of what our business needs and requirements are and the great thing about this is it allows you as a potential customer to really drive the demo and the sales process with the sales vendors rather than the other way around it allows you to ensure that you’re looking at and evaluating technology through the lens of your business requirements not necessarily just the cool bells and whistles that the technology vendors can provide now having said that during the demo process while you’re evaluating potential Technologies you may find that you add to your list of business requirements because you see something you really like in the technology you’re seeing and that might inform or help you shape some of your business requirements but in general you should have 80 or 90% of your evaluation requirements already defined early on Now One Word of warning in a potential Pitfall that you want to avoid if you can is that a lot of times organization when they have hundreds or thousands of different business requirements they get caught up in analysis paralysis they get concerned that they can’t find a technology that meets every single one of those business requirements well and that’s to be expected you’re not going to find technology that can meet every single one of your business requirements well unless you go out there and buy a bunch of Point solutions that can handle every single nook and cranny within your organization but the key here is we’re using these requirements to compare different options and we want to pick the best option not the perfect opt option but the best one and those business requirements through the prioritization and the waiting process that I described earlier will help you do that another area that business requirements help with during a digital transformation or Erp implementation is in the software and process design aspect of the transformation in other words those business requirements now not only helped you select the right technology but now those same business requirements should help you implement the technology and design the technology the way you need to and this is a great project governance tool tool it’s a way to keep the project on track and to keep the project focused on the business requirements and the business needs that you know you want to accomplish with this digital transformation now one thing to note here is sometimes organizations will do a high Lev set of business requirements during the evaluation process but when they get into the design and implementation phase of the project they’ll go deeper and they’ll Define those business requirements in more detail some organizations will do those detailed requirements upfront during the evaluation in which case those same requirements can then be used to design and implement the technology but regardless of when you do that and when you get into that additional layer of detail you want to make sure you have those detailed business requirements defined before you start designing business processes and new technologies if you don’t have those business requirements in place and clearly articulated and documented what ends up happening is your software vendor and your implementation partner will more than likely sort of guess as to what they think you need and they’ll build build the software the way they’re comfortable with or with what they know not necessarily in the context of what’s best for your business so business requirements are a great project governance tool and they’re also a great way to give organizations control and ownership of their own implementations so that they’re not being hijacked by the software vendor and the implementation partner and finally it’s important to note that business requirements are not just useful for helping design detailed workflows within technology but just as importantly maybe even more importantly those business requirements should help you design your future State business processes and workflows that may sound like the same thing but they’re not you’ve got your high level business processes and workflows and then you’ve got your more detailed granular transactional workflows within the technology and so rather than just building the technology from the bottom up the business requirements that you’ve defined should help you define the business processes from the Strategic level at the macro level all the way on down to that transactional level of detail so business requirements are a great tool for helping you design not just new technologies but also new business processes as well now finally requirements traceability is something that is often overlooked by implementation teams I mentioned earlier in this video that organizations oftentimes will Define business requirements and evaluate and select technology with those business requirements but they too often ignore those business requirements as the implementation goes on and this is a big mistake because if you lose sight of what it is you’re trying to deploy and what it is you’re trying to get out of your technology chances are you’re not going to realize the ROI that you expect from your investment and your cost is more likely to spiral out of control because you don’t have that governance mechanism in place via your prioritized business requirements that help guide you and provide that sort of North Star to your overall implementation so as you go from design to test to training to go live preparation you want to make sure all along the way you have those requirements in the back of your mind and you’re looking at traceability of those business requirements so that you can not guarantee necessarily that you’re going to achieve 100% of your business requirements but instead that you can make an educated and informed decision and understanding of what requirements you have achieved and which ones you haven’t and then when it comes time to go live and you have that go noo decision you can go back to those business requirements and say what percentage of our business requirements have we accomplished and tested and validated within the new technology and which ones haven’t we and can we live with those risks and those trade-offs what often ends up happening is the high priority requirements you expect that you have a very high percentage of compliance with those high level requirements or high priority requirements with the lower level requirements or the lower priority requirements it might be that you’re not as concerned with achieving or validating all of them and then the mid or the moderate ones might be somewhere in between so the business requirements are a great way to ensure that you have that traceability throughout the entire cycle from evaluation and selection all the way through implementation and go live another important first step in an Erp implementation in addition to defining business requirements is also to create a business case a business case is critical for a couple of reasons one is because it helps you justify the project and ensure that the investment you’re about to make in new Erp Technologies can be justified in other words you want to make sure that the business value is there you want to make sure you have a good understanding of what the real total cost of ownership is you want to make sure you have a real understanding of the quantifiable business benefits you expect to get out of your Erp implementation and ultimately you want to understand what Roi or the cost benefit analysis is return on investment by the way is what Roi stands for so a business case is important to not only justify the project but just as important it’s also an important mechanism to provide project governance throughout a project so as you refer back to your business case you’ll be able to make decisions around should we increase the scope should we add cost to our implementation should we customize the software or not there’s a lot of key decisions that need to be made throughout a project that can only be answered objectively by going back to your business case to see how those decisions might impact your business case and then finally longer term a business case is meant to manage and optimize business benefits so that after you’ve deployed the Technologies now you can go back and measure your actual business benefits and try to figure out why there’s gaps because most organizations if not all organizations are going to fail to realize all their business benefits on day one of a new tech techology deployment it takes them time to get used to the technology and to fully leverage that technology and the business case can be a great way to go back and ensure that you get that business value that you expected to see so with that all being said those three reasons why business cases are so important let’s dive into how to create a business case and this module is more of a whiteboard session unpacking a business case in a bit more detail now there are several different dimensions of a business case the one that most organizations tend to hone in on and understand the best is the cost side of the equation so that’s where we’re going to start is we’re going to talk about first how to create the total cost of ownership as part of our business case now when we’re looking at total cost of ownership there’s several different dimensions I want to unpack here and just show you what these different line items should be within your business case the first is the software cost and this is probably the one that’s the most obvious and the most predictable because you get a proposal from software vendor or vendors and they tell you how much the software is going to cost if if you buy it and for the most part it’s going to be the most predictable part of your overall transformation at least as it relates to the cost side of the equation now typically your software costs are going to be some cost per year so I’m just going to leave a blank because it depends on how many licenses you’re buying which vendor you’re buying from how many licenses or subscriptions you’re buying all those things factor into what the overall cost is so I’m not going to give you a placeholder number here because it’s going to vary so greatly depending on who you are as an organization but there’s some number here that you’re going to have that’s typically going to be a annual cost especially if you’re going down the path of the Cloud technology it’s going to be an annual recurring cost so I’m just going to assume that there’s an annual cost per year and that’s one of the light items we need to figure out now if you’re doing an on- premise implementation which some organizations still do it may not be an annual fee it may just be a onetime upfront Capital cost but then there’s going to be an ongoing maintenance fee that might be quite a bit lower than that so if that’s the case for you you might actually have two line items here one for the initial software cost and then one for the ongoing maintenance but for most organizations in most software vendors they’re going down the path of cloud subscription models which involves an annual recurring cost now the next thing we look at as it relates to the cost side of the equation is the technology implementation and this is where you are talking to your software vendor or your third-party implementor that’s providing technology specific Consulting to help you implement the technology and do the configuration the customization the setup of the software there’s going to be a cost associated with that and that’s typically a one-time cost that might be spread out over one two three years or however long it takes you to deploy the technology but there’s some sort of cost associated with this now this number is a lot less predictable than the software cost when we look at software cost as I mentioned before that’s fairly predictable because it is a finite number of licenses or subscriptions a finite number of modules and functionality that you’re getting and you can predict it a lot easier than implementation cost implementation cost or trickier because it depends on how long it takes depends on how much your internal resources get involved it depends on how competent your technology consultant and provider is so a lot of different considerations here but you do have a cost associated with the Technic implementation what I will say is that in most cases The Proposal that you get from software vendors or technology providers are going to underestimate this cost so typically what we do is We’ll add some sort of buffer here or contingency to allow for the unknowns the things that the software vendor may not be considering we also really dig into the assumptions behind this cost to make sure that they’re realistic if for example we find that there’s assumption that you have 40 full-time people committed to the project and that’s how they came up with their cost estimate but you know you can’t commit 40 full-time people to the project then you need to rework that and figure out what is the real cost if we only provide 20 full-time people or whatever the number may be so you really want to rationalize and poke holes in this number so you can get a realistic number because this is where a lot of organizations get into trouble now a lot of organizations will stop here they get their proposal from their software provider and say this is our total cost of ownership however there’s a lot more costs that are hidden that organizations don’t fully understand or plan for and that’s where they get into trouble again or they run into unrealistic expectations because they didn’t plan for these other costs so I’ll walk through what some of these line items are what is going to be your technical implementation costs that are outside the realm of what the software vendor does so we’ll just call this non-vendor costs so these are still implementation cost cost but they cost associated with a line item that is not going to be addressed by your software vendor or your system integrator your technology provider whatever it is examples might be data migration architecture integration things of that nature where maybe your software vendor is doing some of that work but there’s additional work that needs to be done to for example integrate to your legacy system or to clean up all your dirty data and map it to the new system and migrate it over and do all the testing behind that data often times those are examples of separate line items they’re going to add to the cost of your total cost of ownership so think of this as not just one light item but it could be multiple light items of non-vendor related costs and there’s a cost associated with that you also have organizational change cost if you’re doing this right and you want to be successful in your project you’re going to have some organizational change management costs you’re going to have training and adoption communication organizational design all the things that are required to make your project successful your your software vendor may do some things that really scratch the surface of what needs to be done here but most organizations we work with find that they need additional support and help here and this often times is coming from another third party for example third stage Consulting my company will provide organizational change services as a separate line item for organizations go back through the project now finally another line item that’s commonly included in a total cost of ownership is the overall program management and this is a line item that most organizations forget about and the reason this is so important is because the technology vendor and the implementation provider is typically going to provide a focus on one workstream which is focused on configuring and deploying a certain technology however you’ve got all these other activities and other aspects of a project that include internal resources external resources from the software vendor external resources from other potential thirdparty vendors so you need a program management Li item to consider the fact that there’s cost associated with the program management and so that’s another line item that’s commonly overlooked and then a final one I’ll add here is the internal labor so oftentimes organizations will find that they don’t have people just sitting on the bench doing nothing that they Deploy on internal digital transformation but instead they end up having to backfill those Resources by hiring more people to potentially either support these line items here or to help the internal resources that are supporting the project to help them do their they day jobs while they’re supporting the project so these are the major line items that most organizations need to think about when they’re defining their total cost of ownership which is obviously one of the important inputs to creating a business case now when we go through this exercise of looking at total cost of ownership we’re going to end up with a number here right some sort of number that says the total is going to be whatever this value is and that oftentimes becomes the bottom line number that we focus on as far as the cost benefit of our business case however there’s another piece that is missing that organizations typically don’t think about or consider when they’re going through their digital transformation so I’m going to add another line item over here off on the side because it’s so important and that is operational disruption and another way to think about this is risk what are the risks and the costs associated with operational disruption of things that could potentially go wrong and what is the cost associated with that this is a really important number here because this number can often times be exponentially more than theost of the implementation itself let me give you an example if you’re an organization that has a risk of potentially not being able to ship product or getting cancelled orders or not being able to close the books not being able to run payroll what does that cost to you as an organization and mean if you quantify those costs what if we can’t ship product for 30 days for example what is that what is that net impact to your organization when we quantify that number often times again we find that that number is a lot bigger than this number here and that tells us there’s a lot of risk associated with this project and we need to quantify this number because it could end up being that this risk becomes reality and it ends up becoming a part of the cost of the overall project now ideally we don’t want this number to be material we want this number to be as small as possible we don’t want a big operational disruption but we need to understand the correlation here between these two numbers because it may be that in order to mitigate this risk here which is a much bigger cost and a much bigger risk it may mean that we need to modify these numbers here and invest more in the overall project to make sure that we mitigate the risk over here let me give you a quick example a lot of times organizations will look at organizational change management and they’ll say this isn’t nice to have let’s get rid of that we can cut our cost in our bottom line right here but what we’ve done by doing that is we’ve actually increased the risk here which means this number is going to grow exponentially more because you’ve cut back on the employee Human Side of change and the overall change management side of the equation and now you’ve increase the operational risk so it may be that we decide you know what that’s a terrible idea so we’re not going to do that we’re going to go ahead and invest more in change management knowing that we’ve actually decreased the risk cure so we do need to think about this from the perspective of not just what looks good on paper and the line by line cost associated with the implementation itself but what is the cost of the outcome if we don’t do it right so now that we’ve looked at the total cost of ownership and the cost of operational disruption now we start to think about what is the cost benefit of the value that we expect to get out of our technology deployment so this is where we focus on business value business benefits this is the the fun stuff this is why we’re going through this project this is the stuff we expect to get out of the project when we make the Investments we make over here so some examples of ways we’re going to get business value I’m going to try and avoid the really really high level stuff like reduce costs because that’s too vague I’m going to try and get a little bit more Gran Al than that here so I’ll give you some examples of ways that organizations typically see business value one is to reduce inventory so if we can be better at planning and have a better handle on what inventory we have and better anticipate when we need inventory to be in stock at the right time we can actually decrease our inventory levels which frees up cash and there’s a dollar amount associated with that not only in terms of the investment in inventory itself but the carrying cost associated with that inventory and the handling cost ofo stated with that inventory so we need to quantify everything related to inventory reduction and quantify what that impact might be it could also be that we are going to reduce sgna costs and these are the way to look at this is going to be overhead costs you think about all the manual rework the manual processes we have within our organization the extra people the extra headcount we might have an organization that contributes to managing all these manual processes some of those costs can go away over time so we’ll quantify what those sgna costs are now for some organizations most organizations I’d say that we work with are doing a digital transformation not to reduce headcounts necessarily but to not have to hire as many people in the future as a company continues to grow so there is a cost savings associated with that where you can start to quantify how much am I going to save if we double in size but I don’t necessarily need to double my headcount because now I’m more efficient what is the increased value by decreasing the sgna cost and by the way sgna stands for sales General and administration cost so it’s basically all of your overhead and your sales cost another common business benefit you see with digital transformation is increasing Revenue so by having a better handle on ventory by being able to automate some of our sales processes provide better information to our sales team we are likely to increase Revenue too so we want to understand what is that potential impact on Revenue now there’s another business benefit that’s a little bit harder to quantify but it’s really important to think about it from this perspective and that is what is the benefit and the value of having better information so in other words if we have better access to information we can make better decisions we can predict the future better we’ve got better sense of historic data what does that mean to our organization and how can we quantify that in a way that that demonstrates your points to increase business value and business benefits this was a little tougher it’s really dependent on your organization some of it might be captured up here in your ability to reduce inventory and sgna costs and increase Revenue but there might be additional business benefits you want to look at in terms of how we’re going to increase the visibility of information to make better decisions for our organization and based on that you could start to look at how that affects your overall organization so these are just a few examples of ways that we can quantify potential business value but the key here is to really look at this not at a super high level even though this is fairly high level still we haven’t really gotten into for example if we want to decrease inventory where and how are we going to decrease inventory which warehouse location are we talking about our distribution center do we think we have abilities to decrease inventory levels so we want to be very specific about these different benefits even though I’ve summarized them here at a high level we want to break these up into more granular levels of detail so that we can ultimately measure me and hold people accountable for the business value that we actually achieve and that’s what I’m going to talk about next so often times when we create a business case we use this information here to look at what are the overall costs what are the benefits and then we come up with an Roi calculation we come up with a formula that basically says if we invest say a million dollars here we might get half a million dollars per year for the next 10 years of business value based on these metrics here in which case you would look at that and say okay over 10 years we’re getting $5 million of net benefits for the 1 million dollar investment that’s a pretty good Roi so there is a justification component to this and that’s where most organizations sort to stop with their business case they say either this math makes sense or it doesn’t if it does make sense then typically what happens is they’ll move forward with their digital transformation they’ll make these Investments over here assuming they’re going to get the value here and then they sort of set aside the business case and move into execution mode to go Implement new technology what I’ll say is that that’s only getting you about half the value you should be getting out of your business case because ultimately your business case should be a way to track value throughout the implementation and certainly post implementation too you want to be using that as a way to realize the value that you said you would get out of the project over here so let’s start with project governance first and when we look at project governance there’s going to be inevitably decisions that come up during a project to change these costs for example a common one is when we look at the technical implementation we had an estimate here of some amount based on some assumption those assumptions might change during the implementation and we might find that there is a need or want to potentially customize the software which is going to add to our line item here now a lot of organizations will make an arbitrary decision of yes or no we are aren’t going to customize based on whatever criteria they have what they don’t often do is look at well what does this mean to our business case if increasing the cost right here could potentially help us achieve one or more of these measures over here of business value then maybe it does make sense if we invest $100,000 here to get a million dollars of benefits over here okay maybe it makees sense but if we’re going to invest $100,000 of cost over here additional cost but we can’t justify any additional business value that’s going to be a good project governance control for us to say then that doesn’t make sense let’s not do that so the business cases should be a living document that helps you make decisions around project governance as the project is going through the implementation once you’ve gotten through the implementation you’re actually using new techology you’re using these new processes you put in place now you can go back and actually measure what kind of business value are we actually get and spoiler alert most organizations don’t get the business value they expect right away and that’s okay if we go back and measure it we can start to fine tune and figure out why are we not getting it maybe there’s something wrong we did over here maybe we didn’t implement the way we should have maybe we’re not optimizing the business value here maybe we didn’t invest in enough in process Improvement or organizational change those are all things we need to think about in a way that we can use the business case to optimize business value longer term not just to justify the project up front now that we’ve created business requirements we understand what a business case is now it helps to understand how do we phase a project how do we phase different steps in our process and different steps in our implementation so the good thing with an Erp system is that it’s a fully integrated system where it’s at least a set of technologies that can automate your entire business operations your end to-end business processes however for most organizations you don’t want to deploy all that new technology all at once you want to incrementally phase it so that you’re minimizing risk and you’re giving yourselves time to gain momentum and make sure you’re not spreading yourselves too thin so phasing the project is really important and how you phase your project is going to be dependent on who you are as an organization what your priorities are what your scope is your risk tolerance your budget your resource allocation all that stuff factors into how you’re going to phase an Erp implementation so in this module I want to dive into some of the considerations and things to think about to help you determine the best way to phase your Erp implementation essentially when you’re deploying new tech technology or Technologies you have two different schools of thought on how you deploy that technology one would be that you deploy everything all at once and you flip the switch and on day one you’re using new technologies across the Enterprise across all the different technology platforms that you just implemented the other school of thought would be that you take a more incremental approach and phase the project or phase the Technologies to where you’re not flipping the switch all in day one but instead you might have certain parts of your business or certain modules of the technology that go live at different times in more of a sequential phased approach and a lot of organizations might do somewhat of a hybrid somewhere in between what we’re finding though over time is that most organizations are too risk adverse and they don’t see a lot of value in doing the big bang massive transition all at once so most organizations inevitably end up with a sort of phasing strategy where they say we’re going to incrementally roll out this technology to different parts of our organization or using different modules or different Technologies throughout the overall transformation but then the question becomes well how do we phase it what’s the right way for us to phase the project how many phases should we have how do we phase it do we phase it based on processes based on modules based on Technologies does data consider or factor into it these are all things we have to answer questions to and that’s what I want to talk about here today is now that we understand what implementation phasing is and why it’s so important as a risk mitigation measure now we need to figure out well what is it we need to do to determine what the right phasing strategy is for our organization one of the first ways that you can consider phasing your technology is by looking at business processes and choosing the business processes that are going to add the most value to your organization and focusing on those business processes first in your phasing strategy so if for example Topline Revenue growth is one of the biggest opportunities for improvement within your organization it may be that your digital transformation focuses on automating your sales processes first to help drive that Topline Revenue growth you may set aside other Technologies like financials or inventory management other things that are still going to add value to your overall transformation in your overall business but maybe not as much value as you expect to get from in this example your sales automation so that would be one example you can look at is look at your business processes and identify those areas that are the lowest hanging fruit the most immediate value potential in terms of implementing new technologies and focus on that phasing strategy first now of course we’ve got to reconcile what we think our priorities are in terms of business processes we’ve got to reconcile that with the realities of the Technologies and some of the other considerations we’re going to get to here in this video but that’s one dimension to look at one variable to consider first is what business processes Which business processes are going to deliver the most value most immediately and let’s phase our project accordingly based on that another variable or Dimension to view your phasing strategy from is the software itself and how the software is broken into different modules so depending on what software solution or Solutions you’re deploying you’re going to have different ways that the software is architected and different ways of piecing together different mod modules of that particular technology so that’s one consideration you have to look at is just what is the technology you’re deploying and how would you potentially phase the strategy based on that technology another way to think about this is we have to deploy technology in a way that makes sense in the way the technology fits together for that particular vendor that specific solution so for example it might not be realistic to deploy your financial reporting without also deploying your inventory management as an example because it’s hard to do your financials if you don’t have Automation and good tracking of your inventory management so that’d be a good example of how you may not want to split apart those two modules or those two functions into different phases you might want to actually combine those into one phase however going back to my example earlier about sales automation typically for a lot of software Solutions you can set aside sales automation without necessarily having to have inventory management or your financials put in place so if you’re implementing a new Erp system for example it may be that you deploy these Technologies based on how the module fit together now no matter how you phase the Technologies there’s going to be some sort of trade-off and interim solution or a Band-Aid that you’re going to need to tie together some of these different systems so if you for example just put in a new sales automation module it might be that you have to create an interim integration from that sales automation to your financial so you can track revenue for example and that interim integration will go away eventually if you deploy other modules of that same solution to eventually automate your financials but in the meantime you got to create this interim automation or this interim integration so that’s the sort of consideration you have to look at is yes now we’ve broken up our implementation phasing into smaller incremental pieces but now we’ve created rework that has to be done to ensure that you have integration in the meantime while you’re still rolling out the other types of Technologies so these are all trade-offs pros and cons and risk that we have to manage and work through but the technology limitations and the way the technology is architected is one consideration and one input into the overall phasing strategy another thing we need to look at is the organization itself so when we look inward at us as an organization and where the most pain is organizationally or where the most opportunity for improvement is within the organization we might find that that influences or affects the way we phase the implementation of new technologies for example if we find that the finance department is really Under Pressure it’s highly inefficient a lot of manual processes the data is siloed people within the finance organization have trouble accessing data closing the books every month that sort of thing it may be that that organizational pressure forces you to prioritize financials in this example so you also want to look inward at who you are as an organization your culture where your pain points are what parts of your organization you think might be most willing to accept new technologies might be the most excited about new technologies and use that as a way to prioritize and phase the project it’s a lot easier to have an early stage or an early phase of a project that’s focused on parts of the organization that are excited and in the most need for new technologies because that’ll help you build momentum and then when you get to other
parts of the organization that might not be as excited or might even be adverse to new technologies you’ve already built up some momentum and some quick winds along the way so the organizational considerations are something you need to look at as well as another input into determining what the right phasing strategy is for your organization another consideration to look at as you define your phasing strategy for your implementation is risk management so we as organiz ations and we as Leaders within organizations have to look at how comfortable are we with risk and how much risk are we willing to take and also we have to look at how we going to mitigate whatever risk we do or don’t accept so this influences our phasing strategy because if we’re more risk adverse for example it may be that that’s going to cause us to want to be more incremental it maybe a little slower in our rollout it might mean that we break our project into more phases it might mean that each phase is going to be a little bit longer than a more risk tolerant organization so we have to look at the realities of Who We Are are not necessarily who we want to be in the future but who are we right now and what’s going to be realistic for us as an organization and then we manage the risk accordingly we’ve worked with some clients they’re extremely comfortable with risk they’re high growth fast moving organizations they take on a lot of risk dayto day and they might be more inclined to take more of a big bang or something that’s less phasing and more aggressive in the rollout schedule however most organizations we work with especially larger more mature organizations are just more risk adverse For Better or For Worse that’s not AUST judgement it’s not meant to be a criticism of those organizations that’s the reality of most big organizations is they’re risk adverse and therefore they need to come up with the implementation phasing strategy that reflects who they are and it has to be something that fits them that they can be comfortable with but no matter what you do if you phase the project there are risks associated with more incremental approaches the changes can take longer the implementation itself can take longer you have a lot of interim rework that needs to happen as you integrate Legacy systems that are slowly being phased out so there is is risk associated with it one of the biggest risks too is that change fatigue becomes an issue as the project takes longer if you break it up into too many phases you end up in a situation where the organization itself starts to doubt the project and starts to get tired so you have to look at all these risks on both sides of the equation and really assess your phasing strategies and your phasing options from the perspective of what’s going to help us mitigate the risk the best and what’s going to fit our risk tolerance the best as an organization finally another consideration is managing the scope of the project itself it might be that it’s more appropriate for us to scale back the scope and roll out less Technologies in the name of being more risk tolerant and managing risk more effectively or making sure that we get the most value as we possibly can out of the Technologies we do deploy rather than trying to boil the ocean too often organizations try to bite off more than they can choose they deploy too much technology that never gets used and never adds value to the organization so there’s something to be said for organizations that say we’re actually going to cut back scope and we’re going to try and do it really well and knock it out of the park with what we do deploy so reducing scope managing scope that’s another consideration you need to look at because that ultimately influences how you’re going to phase the project and one of the potential benefits of reducing scope is that you’re also reducing risk now you might also be reducing business value longer term but in the short term you might be reducing risk and reducing cost and for a lot of organizations that’s more important so again you really have to look at who you are as an organization and what’s most important to reflect your priorities and your overall strategic objectives so once we’ve looked at our implementation phasing options and our Alternatives pros and cons of each we’ve looked at it through these different lenses that we’ve talked about now we’ve got to reconcile because a lot of times you find that when you look at phasing through the different lenses that I’ve talked about in this video there’s some conflicts there’s some things that don’t match up in other words it may be that what our business process priorities are don’t necessarily align with how the software can realistically be deployed in which case we’ve got to figure out how are we going to reconcile that and how are we going to sort of create a tiebreaker to figure out what the right answer answer is so we take these qualitative inputs based on these different dimensions and variables that we evaluate the implementation phasing options from and then we ultimately come up with a phasing strategy that makes the most sense for us as an organization now the key here is to really look at the risks and the benefits of every option we consider and we have to recognize that there’s not going to be a silver bullet there’s not a perfect answer here there’s going to be trade-offs there’s going to be risk that remain no matter what strategy we develop so we just have to understand what they are and have a risk mitigation strategy to address those risks as we Define the phasing strategy so these are some of the ways that you can look at and evaluate your implementation phasing options hopefully it’s given you some ideas on how to start to think about your phasing strategy and certainly if you’d like to learn more and discuss some ideas on how to phase your project I’d be happy to brainstorm ideas with you I’ve included my contact information below if you’d like to reach out for informal conversation to discuss how you might phase your upcoming project now as we continue to unpack the concept of how to implement Erp systems and we talk about how to plan for an Erp implementation it’s important to understand the difference between program management and project management a lot of time organizations are focused on the technical project management of Erp systems per se but they’re not necessarily focused on the broader scope of what needs to happen to lead to a true digital or business transformation in other words we’re not just deploying technology we’re deploying process changes organizational changes we’re deploying new data models we’re deploying new architectures new integration points a lot of different things are happening outside the realm of deploying new software so instead of just looking at software project management we have to look at the context of the broader program management for the entire Erp implementation or digital transformation and so in this whiteboard module that I’m going to dive into next this is where I unpack and explain what a program is and how you could think about your Erp project a little bit differently in terms of a program rather than a project so to start I want to talk about project management and that’s the thing that I think most of us can get grounded in and really understand when it comes to digital transformation so I’m not just going to call this project management though to clarify and be more specific I’m going to call this software project management and I’ll discuss here in a moment why that is such an important differentiator so software project management is essentially what most of us think about and most of us focus on when we hire a system integrator for example or a software vendor that’s going to manage the software implementation so this is where we get into things like the technical configuration this is where we get into the overall design even before you get to the config you have the design of the software you’ll have the the technical testing of the software and then ultimately you’re going to have the go live of the software this is obviously not an allinclusive uh project plan but I want to call out these tasks that are commonly included within a software vendor system integrator’s proposal as the project management now I don’t want to be dismissive of the concept of software project management but the reason I called this out and separated it is because it’s one piece of an overall program I’ll talk in a few minutes about what those of other components are but it’s really important to understand that when you hire a system integrator and a software vendor they’re really the Project Lead for a technical workstream so project management is important here but the project management is typically focused on deploying technology and as we’ll talk about there’s a lot of other pieces of a transformation that are just as if not more important than this and if all we do is focus on this then what we’re doing is we’re underestimating the amount of effort the amount of resources the amount of tasks and deliverables that need to happen within a transformation and we’re neglecting all the things over here that I haven’t gone to yet that are even more important to ensure that we’re successful so to start we want to understand what the technical project management is but next we’re going to talk talk about what some of the other components and work streams are within program management so as we slowly start to unpack what program management is I’m going to start by just saying we’re going to have an overarching pmo typically you want to have an an overall Enterprise program that’s going to manage the entire program so now what I want to do is talk about how this all ties together now certainly within your overall pmo and even if you don’t have an internal pmo by the way this is something that you want to make sure you establish is make sure you establish a program management office that can manage the overall program including your software vendor and system integrator resources here so the software vendor software project management reports up to the pmo typically and then that BS the question of well what else is there why do we have a whole pmo just to manage this well the reason is because of a lot more than just this first of all I’ll say that software project management may be multiple workstreams so you may end up finding that you’re not just deploying one technology you’re deploying a best of breed model or you’re deploying a core back office Erp system but then you’ve got some third party boltons on top of that so if you are deploying multiple Technologies you want to make sure that you recognize and identify that there’s different threads different software threads that have their own plans that ultimately need to be integrated up to the overall program so that’s the first thing you may have multiple Technical and software work streams depending on what it is you’re deploying now secondly even if you’re just deploying one system but especially if you’re deploying multiple systems you’re going to have a segment for call it the technical aspects that are not software specific and specifically what I mean by this is overall system architecture data and integration so it’s really that overarching thread that ties together multiple Technologies and even within one technology it ties together the different modules within this technology in any third party boltons Z might have on top of that that’s really the architecture piece so architecture we’re talking about solution architecture how do these systems tie together not only the new systems you’re deploying but in the interim while you’re deploying new technologies chances are fairly high that you’re going to want or need some sort of interim integration points to your third party systems or your legacy systems that you have now a lot of those systems if not all of those systems may go away eventually but as you’re going through the transformation most organizations need to have that interim integration built and so you need to have an over all solution architecture that defines how this is all going to tie together the different Technologies the different modules within the same Technologies how does it all tie together you you also have your data and analytics we’ll call it so this is where we get into Data migration data mapping data cleansing which is really just taking your old Legacy data making sure you clean it up map it to the new system or systems and then ultimately Define what kind of analytics you want to get out of those new system or systems so again it does touch this part over here with project management but typically this is out of scope with a software project manager and a software focused workstream and then the other piece within this is the overall integration and this is becoming an increasingly important function and an underrated function with indigital transformation on the technical side because even with the same software vendors a lot of these software vendors have thirdparty systems that they’ve acquired that still have to be integrated with the core Erp or the core Enterprise technology so integration is very important especially if you’re deploying a best debris model or you’re using business intelligence and data analytics tools on top of a core Enterprise technology so this is another workstream and this is a summary of some of the activities within the workstream that’s not software specific but it’s very technical in nature it needs to integrate with the overall pmo and overall program plan to augment what’s being done here on the software project management side of things so the next project within an overall program that needs to be managed within a successful digital transformation is organizational change management and this is anything to do with the people side of change and this also goes well beyond training and Communications now typically when you hire a software vendor and system integrator they’ll tell you that we we are going to help you manage the change we’re going to do change management we’re going to do that in the form of Technical Training in fact that’s a concept I didn’t mention before but here’s where you would say or where a vendor would say we’re going to do Technical Training to teach people how to use our system to perform transactions that’s an important part of change management but it’s one microcosm one subset of an overarching change management plan an overarching change management plan should look at things like change Readiness what kind of organization is it that you are today what kind of culture do you have today what are you trying to become and what does that mean in terms of the potential organizational pitfalls that might come along along with that and the potential sources of resistance that might come along with that another important work stream within change management is change impact so this is where you look at where we are today in our current state where we’re going in our future State and how different work groups and departments and individuals within an organization are affected by that because ultimately we can’t do this tech training on its own without having done this change impact we need this change impact to be successful in our training so that we can get the changes out on the table and help educate people on what the changes will be well before we get to the tech training so that by the time we get to technology training now we’re starting to reinforce what we’ve already communicated and worked through with our employee base now it’s more a matter of just showing us how to do it within the new system too often software vendors and system integrators jump straight to this and it creates a ton of resistance and a ton of backlash within the organization because the organization isn’t ready for all the massive changes they come with new technologies today that statement by the the way is more true the older your technology is and the more of a leap you’re making in terms of upgrading your Technologies and then a final work stream I’ll focus on today although this is not every single work stream within change management that I’m talking about but some of the highlights another one is the organizational design so as we’re defining the change impacts we’re typically doing that in conjunction with business process improvements and as we’re defining what the improvements are we’re identifying how people’s jobs are impacted and we’re also defining how the new organization is going to look what are the roles and responsibilities I’m actually going to call that out as a a separate or a call out here roles and responsibilities in this new organizational future State and again we need to understand this as an organization our people need to understand this so that a they aren’t alarmed by some of the changes that are coming as part of the transformation but B so we can get more business value out of the transformation and this massive investment we’re about to make in new technology so organizational design design roles and responsibilities is another important thread within change management now for more information on what a complete change management program looks like I’ve included a link to a video right here that you can click on that dives into more specifically what change management is I have a number of other videos beyond that one video that talks about what some of the methodologies are some of the tool sets the deliverables you should focus on I’m not going to dive into all that here today but check out those videos on my YouTube channel for more information about what makes an effective change management program and for even more information I encourage you to download our guide to organizational change management it’s a report that I wrote or a white paper that I wrote that unpacks change management as a whole and talks about all the different work streams and threads within change management and it gives you a roadmap for how to deploy a change management program so I encourage you to download that guide to organizational change management in the links in the description field below so we’ve talked about software project management talked about architecture data and integration change management now last but not least is business process re-engineering so this is the whole business business process thread of how we’re going to change our business processes and what those processes are going to look like in the future and a lot of times people think well we don’t need to do this because we’re already doing it over here when we deploy new software there’s some truth that this is going to drive to some degree what your business processes will look like but if you don’t have sort of a top- Down vision of what you want your processes to be regardless of what technology you’re deploying then this is going to become a very less work stream that’s going to get out of control go over budget take a lot more time than it should because you don’t have Clarity on what you want your business processes to be today’s modern Erp systems are more flexible than ever and even the simplest workflows that you would think would be standard vanilla off the shelf out of the box type of Technologies are not so there’s a lot of different decisions that need to be made and if you don’t have Clarity on what you want your processes to be which is why this is so important this workstream quickly gets out of control this work stream is impacted you have a lot of problems here from our human adoption perspective this becomes difficult as well because now you don’t have Clarity on how you’re going to integrate and leverage different Technologies to improve your business processes so this is a core fundamental aspect of an effective digital transformation and here’s where you define your current state processes you don’t want to spend a ton of time here but you do need to understand where you are today partly because part of what you do today in most organizations there’s value in there A lot of times Executives and organizations as a whole think let’s not worry about this because this is our future State over here let’s focus on the future state fair enough you want to focus on the future state but you do need to understand where you’re starting from because there’s a lot of value and a lot of core competencies you’ve built over decades if not longer that you want to preserve and then of course there’s improvements you want to make there’s pain points there’s deficiencies in your current business processes that you want to focus on improving you want to prioritize what those things are where the real business value is what the business case justification will be all that is an important part of defining the current state which then leads us to Future State and this is exactly what it sounds like this is us defining what our future State processes are so that now we can bridge the gap between current state and future state to do our change impact now we’ve got Clarity on how we’re going to deploy technology here and here and it starts to pull together the entire transformation in that way and then of course I mentioned a moment ago you’ve got your business case and this is where you you quantify what the ROI is what kind of business value you expect to get out of the transformation where you’re going to get the business value and ultimately you use this as a tool to manage to business benefits realization as you go through the transformation and even after the transformation now the reason this is so important is not only because you need to have Clarity for business processes to help drive and enable some of these other work streams but because it also gives you a lot of clarity and it gives you project governance and controls as it relates to pmo or the program management office and that’s what I’m going to talk about next so now we’ve talked about the different pieces of an overall program we’ve talked about how software project management is different than some of these other work streams and why these other work streams are so important but now you’ve got a lot of different work streams that need to be tied together that’s where program management comes into play and again this box is intentionally different than this box you might have an SI or a system integrator software vendor resource that is your technical project manager they would fill this role here but you still need someone up here that’s providing the overall program management that now ties together all these different pieces and so there’s a few different components of program management here one is making sure that we’ve got the project plans aligned across these different workstreams you’ve got a software vendor here that’s going to come together with their proposal or their timeline of what they think the technical implementation looks like you might have multiple software vendors doing the same thing if you have multiple systems you’re deploying you’ve got this piece which is the architecture data migration integration which is going to augment what’s done here and that’s going to determine what the overall full plan looks like as well as the full duration and timeline change management of course is its own animal it’s its own strategy that needs to be integrated with the overall transformation and then of course business process Improvement and by the way the things that are most likely to slow down a project and create disruption and cause a project to take longer than expected are these three right here I don’t want to say that this is rare that you have delays or budget overruns here but when it does happen it’s typically because there’s issues over here that are affecting this piece here so that’s even more reason why you need a solid program management office to manage the entire program program management office is also important in terms of ensuring that we have project governance and controls in place so I mentioned before how the business case is an important project governance tool because it gives us Clarity and Direction when we have a need to Pivot or make decisions on what the project scope is going to be or where we might cut scope or add to scope someone has a customization request someone wants to buy another module ual for technology if we don’t have this business case in Roi in place as sort of our guiding North Star for the transformation we’re going to be making these decisions based on gut feel and emotion but here with this in place now we can make tangible business decisions on the rest of the project any changes that come along with the rest of the project we can use this business case as a project governance tool to manage that entire thing so essentially what the program management office is is a way to tie together the entire operations or the entire set of work streams in the different projects within the overall program and it’s also a way to incorporate project governance with a project Charter the overall program plan the business case the overall vision and strategy for the project the resourcing plan all that stuff is really important from a program management perspective and perhaps more importantly and most importantly is that by having this program management in place this enables you the implementing organization not the system integrator not the software vendor but you the implementing organization you now have control and ownership of the overall program and you should this is your organization you’re deploying technology to improve your business and you need that that ownership and buy in and support and control of the overall program so what does this all mean to your digital transformation well first of all it means you want to open up your mind to look Beyond software project management and like I said at the beginning of this video more often than not software vendors and system integrators and value added resellers propose a plan plan that focuses right here but your transformation typically will entail all this other stuff including the program management so you want to make sure you have a full program plan that integrates all these pieces you also want to make sure you’ve got project governance in place and program governance in place and that you ultimately staff this in a way that allows you to have ownership of the overall program and perhaps most importantly the reason program management is so important and why this is so important to you as an organization is it allows you to focus on the things over here that are more important to success than the technical implementation this is important don’t get me wrong but this stuff is ultimately more important especially these two right here if we do this stuff really well and this really well then chances are pretty high that this the software project management and the architecture data and integration work streams are going to come together better than if you hadn’t focused on those things now that we understand how to plan for and execute on an Erp implementation it’s also helpful to understand why Erp projects fail Erp impl ation failure rates are extremely high a lot of estimates put it at 80% or higher of Erp implementations failing and that number hasn’t really changed and it definitely has not gotten better in the last 25 years that I’ve been doing this so the question becomes why why do Erp implementations fail are we doomed for failure or is there something we can do about it and I would argue there’s something we can do about it and that’s what we’re going to talk about next is really unpacking the root causes of why Erp implementations fail so that ultimately you can identify those risks and mitigate those risks as you go through your project so that you’re not surprised by it you’re not blindsided by these risks hopefully you can learn from others mistakes to ensure that you are doing the things that need to be done to make your project successful and to avoid failure the first common reason why Erp implementations fail is because organizations have unrealistic expectations to begin with and the reason this is so powerful is because as fast as technology is changing and as much as technology can do today it creates this false sense of hope that we as an organization can quickly adapt to this software and we can quickly realize business value from different technologies that are out there and don’t get me wrong Erp software today can deliver dramatic value to most organizations the problem is most organizations don’t realize how difficult it is to get from where you are today to where you could be with new technology and so as a result what ends up happening is not only do you have unrealistic expectations of how quick you might get to that business value but when you realize that a project is going to take longer than you expect it’s going to cost more than expected and require more resources than expected what ends up happening then is that organizations end up scaling back and throttling back on some of the key critical success factors that are critical to make their project successful for example let’s just say we have an organization that thinks they can go through their Erp implementation in 18 months but 18 months was never realistic it was always going to take this organization say 24 or 30 months to go through their implementation what ends up happening is when the organization gets part way through that project maybe halfway through or two-thirds of the way through they start to realize that they have compressed a timeline that’s just not at all realistic so they have one of two choices they can either delay the project and spend a lot more time and money than they expected which oftentimes is not possible with Boards of directors and other Executives holding the project team accountable or they can scale back on Project activities and just try to force fit the Erp implementation into a shorter duration when they do the latter what ends up happening is they end up cutting things that are absolutely critical to success they end up cutting things like organizational change management or they’ll cut a couple of iterations of user acceptance testing they might spend a little bit less time on requirements Gathering up front if they understand early on that they’re behind the eightball on the timeline so these are just a few examples of how organizations end up making a bunch of bad decisions later in a project because they had unrealistic expectations to begin with so one of the biggest things you can do to ensure you avoid this Pitfall is to ensure that you have realistic expectations and do so by taking software vendor and system integrator and implementation partner proposals on a time frame in a budget take those with a grain of salt and make sure you add your own dose of reality from an objective perspective to ensure that you have the appropriate amount of time budget and resources dedicated to the project the next common mistake that organizations make that lead them to failure is that they don’t spend enough time and effort upfront in the implementation planning process and this is a fascinating organizational Dynamic that I’ve seen time and time again throughout my career what ends up happening is you get an organization that is committed to a digital transformation and an Erp implementation they go through an evaluation process and they select the software that they are convinced will be the right answer for them going forward and it probably is it probably is the right answer or a really good answer going forward and it’s at that point in the project that momentum and excitement for the project is the highest it’s never going to be that high again so the team ends up rushing into the implementation because they’re excited they want to get started they want to start building stuff they want to see and touch and feel the technology and that’s all good stuff you absolutely need to do that but the problem with that is that when you jump too quickly into the implementation phase without having a really solid plan and a really solid vision of what it is you want to be when you grow up as an organization you’re going to spend a lot of time and money later on spinning your wheels trying to figure out what it is you want to be when you grow up when you’re in the middle of an implementation so the key here is to make sure you dedicate time in your project it’s sort of a phase zero an implementation planning phase that’s after the selection phase of the project but it’s before you get into the implementation and taking that time to really establish a blueprint for the project a blueprint for your business processes and what the organization is going to look like which modules you’re going to deploy and when how you’re going to Resource the project mobilizing the resources getting your change strategy in place all that stuff the more time you spend doing that upfront you’re going to to save exponentially more time and money later on so it’s critical that you spend time defining this implementation phase and to learn more about what this implementation phase should look like I encourage you to check out this video right here this video for my YouTube channel dives into the implementation planning and implementation Readiness phase of the project in a lot more detail and if you watch that video it’ll describe some of the different activities you should be focused on to avoid this common Pitfall another common reason why Erp implementations fail is because Executives don’t have a Clear Vision or they haven’t articulated a Clear Vision of what it is this Erp implementation is going to be to the organization another common Dynamic within this is that executive teams themselves oftentimes aren’t aligned on what that vision is and so when you have an executive team that doesn’t have alignment amongst themselves Andor they haven’t clearly defined and articulated to the organization what this Erp implementation means to the organization going forward that’s going to create a lot of problems confusion chaos and misdirection as it relates to the Erp implementation now a lot of times Executives will say well we’re going to go through this Erp implementation because we have to our software vendor is forcing us off our old Legacy system and now we need to move to a migration to a newer software or it could be that our old system is old it’s broken we can’t scale as a company and therefore we need new technologies and tools to help us grow those are good starting points but that cannot be the basis and the foundation for the entire justification for why you’re going through the project you need to have and articulate a clearer vision of what the Erp implementation is going to do for the organization for example is it going to help us improve our customer experience if so how is it going to improve the employee experience if so how what are some of the details of how that will look is it going to help us improve our operations help us be more efficient Help Us sell more and generate more Revenue whatever the business benefits are you want to not only Define what are and what the value is to the organization but get into more detail and granularity of what that operating model and that organizational model is going to be in that future State it’s not enough to say we’re just going to deploy sap or Oracle or Microsoft or whatever it is you need to go beyond that and clearly articulate what the vision for the project is and the more time and effort you spend defining this vision and the more effective you are at defining that Vision the more Tailwinds you’ll have supporting you you and the project team going through the Erp implementation so one of the biggest things you can do to avoid ARP implementation failure is to ensure that before you get started on your implementation that you have that clear alignment and vision from the executive team one of the most common root causes for Erp implementation failure is a lack of focus on organizational change management or if there’s a focus on organizational change management it just isn’t effective this is one of the root causes that can lead to a lot of other symptoms Within in Erp implementation and simply put if you don’t address the people side of change you don’t ensure that your people are fully adopting new processes and new tools you’re just going to end up with a bunch of shelfware or investments in technology that is not delivering business value and that has to lead you to the question of why are we doing this project in the first place if we’re not getting the business value that we could and should be getting from it so the key here is to not get too caught up in the technology pieces and components of your Erp implementation but instead to focus more time and effort on the organizational change management piece because the better job you do on organizational change management the more likely it is you are to be successful and when we look at Erp implementation failures particularly as it relates to lawsuits that we’ve been hired to testify in in court we find that the number one most common theme and pattern among those failures is a lack of organizational change management the organization did not focus for whatever reason enough on organiz ational change they didn’t address the people aspects of change and they focused too much time and effort on the technology sides of change so one of the biggest things you can do is ensure that you have a solid and effective change management strategy and plan before starting your Erp implementation now for more advice and tips on how to create that organizational change strategy and plan I encourage you to check out my playlist which you can find right here it’s a YouTube playlist that has all of my YouTube videos that talk about organizational change management so check out this link right here that’ll give you a playlist that you can go through and watch some more videos that describe how to go about the change management process now the fifth and final reason I’ll talk about today of why Erp implementations fail is because the organization doesn’t have a clear definition of success how will we define success of our Erp implementation for some organizations it could be that we’re going to come in on time and on budget and that alone is a tricky proposition and most organizations fail at even that most basic fundamental definition of success but beyond that most organizations don’t have a good vision of what it is they want to get out of the Erp implementation after they’ve gone through it in other words what is our business case what’s the ROI where are we going to get the business value where are the dollars and cents going to come from those are all things that need to be defined clearly on not only so that we can ensure that we maximize the business value post implementation but just as importantly so that we have clear direction as we’re going through the implementation itself in other words having that Clear Vision vision of success can serve as a sort of a guard rail for the project and a North star that guides Us in the right direction as we’re going through the implementation every Erp implementation requires hundreds if not thousands of decisions about how your business is going to run how it’s going to look what sorts of Technologies you will or will not deploy whether or not you’re going to configure the software or customize the software or integrate it to other thirdparty systems a lot of different decisions that materially affect the scope and the cost and the risk of the project and if don’t have that Clear Vision for what it is Success looks like for the project and what you want your organization to look like on the other side then you’re headed aimlessly into the darkness of digital transformation or inp implementation so these are five of the most common reasons why Erp implementations fail now that we understand why Erp implementations fail let’s dive into some case studies and talk about why high-profile Erp implementations have failed in recent years and this is a top 10 list we compiled not too long ago that dives into some of the highest profile best known names in the industry that have struggled in their Erp implementations and the reason these are such good case studies is because it gives us some examples and understanding of things we should not do in our Erp implementations these are the mistakes that we should avoid and so it helps to look at what other companies and specific case studies have done in their implementations that have led them to failure so that we can avoid those same things so with that being said let’s dive into the next module which gets into the top 10 Erp failures of all time coming in number 10 is herbo they’re the company that make gummy bears maybe number 10 on our list it’s actually number one on my kids list because they love gummy bears and they weren’t happy to learn that gummy bears were largely unavailable for a period of time in 2018 after their sap implementation and the general gist in summary of what happened here is they spent hundreds of millions of dollars trying to implement sap in 2018 they finally sort of implemented sap and immediately they ran into supply chain problems they couldn’t track where their inventory was they couldn’t track raw materials they couldn’t get the inventory to stores in time and as a result their sales dropped roughly 25% shortly after the transformation so these problems are enough to land herbo at number 10 on our list coming in in number nine is Washington Community College this company or this organization tried to implement people soft in 2012 or beginning in 2012 and they hired cyber to help implement the product and the tricky part in the unfortunate part of this project is that cyber filed for bankruptcy and went out of business at the time of the implementation and the college was left holding the bag and holding the end result which wasn’t pretty so once cyber went out of business they were acquired by a company called HDC who resumed the project but they eventually canceled the project and keep in mind this is HTC the vendor canceled the project not the college the vendor canceled the project and sued the college for $13 million saying that the reason that the project failed is because they had internal dysfunctions that couldn’t be overcome so this is a very rare situation where the failure was probably the result of both parties but in this case the system integrator was actually the one to sue the college but in either case the college spent a lot of time and money and now is dealing with a lawsuit in an implementation that’s delivering little business value to the college and to its student coming in in number eight is hilet Packer the technology and hardware company now H Packer spent 160 million on their Erp project the project cost $160 million but the damages to the company that they claim were caused as a result of the failed implementation were nearly five times that amount so they spent 160 million expecting to get a certain Roi but in this case they actually lost five times that amount which isn’t the type of Roi that most of us are looking for when we go to implement new technology and one of the interesting quotes from the CIO of HP at that time he said we had a series of small problems none of which it individually would have been too much to handle but together they created The Perfect Storm and that pretty well sums up what happens with a lot of these failures and that certainly was enough to land hul Packer to number eight on her list coming in at number seven is Waste Management another company that tried to implement sap to no avail and waste management spent around $100 million according to public records on their sap implementation and It ultimately failed sap had promised that Waste Management would get annual benefits somewhere in the neighborhood of 100 to $200 million per year but those business benefits never materialized and resulted in a failure on the part of Waste Management one of the key challenges that Waste Management alleges that they had with this project was that sap misre represented the software that was being offered to them and they said that they were being demoed fake software so the demos weren’t the real software that sap really had available according to public records and and quotes from people from Waste Management so that was one of the interesting allegations is that when Waste Management sued sap they alleged that sap didn’t demo properly the the real software that they’re actually going to be getting coming in at number six in our list is Hershey’s hershe she’s tried to implement sap they spent quite a bit of money on their implementation and what they found at the time of their go live is that they were incapable of processing roughly a hundred million dollar of orders for Hershey’s kisses and Jolly Ranchers and again this is another one that may only be number six on our list but it’s definitely in my kids top three because they love candy so some of the problems that Hershey’s ran into is that they try to implement the product the sap product in an unreasonably short short period of time and in fact just from the outside looking in it looks and sounds like it was never going to happen and those unrealistic expectations caused the first Domino to fall which led to a lot of other problems later on throughout the implementation and finally one of the biggest mistakes if not the biggest mistakes that Hershey’s made along with their their implementation Partners is that they decided to go live during a busy holiday season when chocolate is most readily bought by customers and so this was a case where the implementation planning wasn’t very well thought out or if it was thought out the risks were were not well mitigated and it’s just a good reminder that we need to think long and hard about when we go live how it affects our day-to-day business as a way to ensure that we don’t run into operational disruptions coming and number five on our list is Miller Kors the beer company and they also struggled with their Earp implementation they started their sap implementation in 2013 and spent roughly $100 million on the project and as a result of the implementation they’re suing their system integrator which was HCL in this case the indian-based firm and they’re suing for hundred million in Damages trying to recover the damages that were resulting from this sap implementation now the really interesting thing about this to add insult to injury is that hcl’s response publicly to the law suit was a bit flippant uh their response was it’s just one client we have several other reference clients available for every one client that has something bad to say about us so I wasn’t involved in this project I don’t know the inside details but it sounds a bit like there’s there’s some finger pointing going on there but either way it’s something that could have been avoided and we’ll talk more at the end of this video on how to avoid some of those failures but that’s enough to land Miller cors uh within our top 10 number four is Revlon the consumer product company they had an sap project recently and the interesting thing about this is they announced it in a financial filing that’s how the news of the failure broke to the markets and the markets didn’t respond well their stock dropped about 6.9% the day after that filing and the announcement that their sap project had failed now just a little background on this and this is really interesting if you go read the financial filing and the SEC filing they actually outline in a fair amount of detail what happened with this sap implementation so it’s really interesting to go read uh because they’re basically explaining what happened and why it had the effect did on the business but in a nutshell to paraphrase some of what they said in that filing is that they first went live with one of their manufacturing plants in North Carolina and the minute they went live they weren’t able to ship product they lost customer orders they lost visibility to their supply chain and it essentially brought that plant to its knees and it wasn’t able to to manufacture distribute or sell products anymore at least in the short term after the go live and the other interesting thing is because of some of those challenges they had to exped shipments so as they were tracking customer orders and as customers were complaining about late orders they were spending a lot of money Expediting shipments for their customers another interesting aspect and another contributing factor to this failure is that at the time they were implementing sap they had just recently acquired the company Elizabeth Arden and they were trying to figure out how they were going to integrate that company into the core Revlon operations at the same time they’re trying to implement sap so here they are trying to implement a new technology at the same time they’re just trying to figure out how to fit together all of their operations and it created somewhat of a moving Target it sounds like in terms of how that transformation was going to go so when we talk about Erp successes or failures one of the big indicators is Roi what kind of return on investment did we get for the time and cost and money that we put into the implementation in the case of revline it wasn’t so great there’s a negative Roi in the form of lost sales lost customer uh value or lost customer service uh there is a intangible number that they didn’t quantify but they said that there was a material effect on the executive’s time and the amount of time they had to spend trying to recover this and deal with all the problems that resulted from that implementation so I don’t know how you quantify that but that sounds like it’s pretty significant there’s also an increase in capital cost increase in operating expenditures they couldn’t pay their vendors uh they couldn’t uh file their regulatory requirements and Regulatory reports to the to the state and federal regul ERS they had expedite shipments and they lost sales so a lot of problems in that implementation number three on our list is Nike the well-known consumer product company that many of you may buy from and the company spent $400 million to upgrade their Erp systems recently and that didn’t go so well obviously or they wouldn’t be on the list but some of the business damages that resulted from the implementation were that the company had to take a loss of around $100 million or they rode off $100 million of that implementation the stock price dropped by around 20% according to one outlet that we we reviewed and preparing for this and the company had to invest another five years and another $400 million to get the project on track and to make the project successful now from what we understand again outside looking in and and what we see in the public forums is it sounds like the the project is back on track and they’re getting value out of their Erp system but the big question is did they need to spend that much money was it worth the heartache could they have done it better and they could they have optimized the way that they went through the transformation coming in number two is National Grid the large utility company in the US National Grid invested over a billion dollars on their sap implementation and yes I said a billion not a million or any other number but1 billion dollars plus on their sap implementation and it failed the reason we can say with certainty to that failed were some of the results that they also publicly announced and that was widely reported in the media as result of their go live some of the metrics that came out of the company as a result were that uh for example the company had to spend aund million in services to support the implementation after the fact so after they went live they spent another $100 million just supporting and stabilizing the system as it was rolled out they also had two system integrators they had Whi proo involved and actually they filed a lawsuit against whpr Pro and you can find in on my YouTube channel a whole video that talks just about the National Grid versus wiipro lawsuit but they had wiipro whom they sued and they also ended up bringing in ernston young a second system integrator and a second expensive integrator to help support the implementation because it wasn’t going well with whpr Pro by the end of the project the company was spending about $30 million a month just supporting the project and trying to get the product up and running and to get through the implementation which for any siiz company is just a ridiculous amount of money to be spending on trying to implement new technology in addition some of the the end results of their operations after go live their their whole process for the period end closed used to take four days before they rolled out the new Erp system it took 43 days after they went live so definitely a negative Roi there after spending all that money and then finally their post go live accounts payable processes resulted in about 15,000 unpaid supplier invoices that they just couldn’t process and they couldn’t pay so they had a lot of suppliers and vendors that weren’t very happy with them at the time coming in number one on our list is the United States Navy that is the military branch within the US military that spent over a billion dollars on their Erp implementation since 1998 in fact I think this project is still going on from what I understand but at the time of the most recent data that was available they had already spent over a billion dollars on their ARP project and they had three big system integrators helping them they had IBM they had deoe they had EDS I think is no longer a business but they had those three companies helping them and according to a ga GAO report which is a regulatory company that that looks at accountability and oversight for the government they put out a report saying that there was still no material improvements to the organization as a result of this billion dollar project and the other interesting thing is that they had reduced the scope of the project to not be covering the entire supply chain and financials but just to focus on the financial component of their business so in other words they cut from their scope the whole Shipyard Inventory management piece of it and despite cutting the scope significantly they still spent over a billion dollars and still had trouble uh with the project which by the way also affected 90,000 employees so there 90,000 employees that were stuck trying to deal with this this new system that apparently didn’t deliver a lot of value to the organization and like I said they are still implementing the product and this is the reason why the US Navy’s Erp implementation comes into number one on our list so what gives why did these projects fail and more importantly what can we do to avoid this type of disaster or more likely how can we avoid a more moderate failure that we’re not going to read about in the news but still becomes painful for our organization how can we navigate those pitfalls and what is it we can do to avoid this type of failure well first is to choose the right software make sure you’ve got the right technology supporting your business and that you’re not choosing software and implementing software in bias way the second thing is to choose the right system integrator make sure you have the right partner or Partners helping you implement just because it’s a big name or a well-known name system integrator doesn’t mean that you’re immune to failure or that you won’t get fired or that your project won’t fail and if you look at the top 10 list here from today you’ll notice that there’s a lot of big name system integrators and well-respected system integrators that were involved in those failures and some cases they’re involved in litigation as a result another thing to do is to remember that you are in charge of your project this is your project it’s not the software vendors it’s not your system integrators and you need to do what you need to do to make this project successful if your system integrator isn’t working out course correct either give them clear Direction on what you expect from them or fire them if you need to bring in additional help whatever it is you need and also make sure that you’re the one mitigating risks and identifying risks system integrators generally aren’t a very good at mitigating risks and identifying where the risks are because they’re the the fox guarding the henh house so to speak so you need to have independent risk mitigation as part of this whole concept of making sure that you’re in charge and you do what you need to do to make the project successful the other thing to remember is that operational disruption is your biggest risk and potentially your biggest cost for the implementation to often companies will cut corners and step over dollars to pick up pennies and what they’ll do is they’ll underinvested things like organizational change management they’ll try to unreasonably compress the timeline and they’ll cut the budget budget and they’ll do this all in the name of saving money and thinking that they’re increasing Roi but what they aren’t looking at is what’s going to happen on the other side when they go live and this materially affects their business generally the companies that have operational disruptions find that that money lost and spent after go live is a lot more damaging than the money they could have spent to get it right in the first place early on in the implementation another tip is to focus on business Process Management Define what you want your business processes and your operation to look like Define your business blueprint and let that drive your transformation don’t fall into the Trap of deferring to the technology and assuming the technology is going to allow you or help you figure out how to run your business you need to determine how your business processes need to look that will help you define how your technology can best support your business along those same lines we should also be focused on user acceptance testing make sure that we thoroughly test the product and thoroughly test our business processes and really stress test the overall solution and the End to End Business processes each of these failures shouldn’t have happened and they wouldn’t have happened if they had a stringent and effective user acceptance testing process that would have identified these problems before they go live and it affects their business so it gets back to the concept of you owning this you running this as a business user acceptance testing is no exception is something that could have been avoided had the companies been through the process and been effective in the Reser acceptance testing so that’s something that we recommend that you have an independent third party someone outside the system integrator help navigate and help facilitate uh in your process the next thing is executive leadership make sure that your executives are involved they’re bought in they roll up their sleeves and help make some of the decisions that need to be made as part of the transformation and that they are well informed of what’s happening in the project and aware of the risks that’s a big problem that we see with Executives is they don’t necessarily know what the risks are partly because they’re not being involved enough as they should be but also partly because the project team either doesn’t know or isn’t sharing what some of the real risks are and some of those real decisions that need to be made and some of those decision trade-offs that need to be made as well and then finally make sure you have independent technology agnostic support to help you through the digital transformation that’s one of the best things you can do to ensure that you keep your project on track you don’t have the fox guarding The Henhouse and that you’re doing what’s best for you as a business not necessarily what’s best for your software vendor or system integrator companies like our team at third stage is one such example that can help you through that transformation so I hope this training course is provided you a deeper understanding of Erp systems how to plan for an implementation how to actually execute an implementation and ultimately how to avoid failure along with some of the case studies we’ve discussed here today if you’re looking for more information and more of a deep dive understanding and a takeaway from this training course I encourage you to read two pieces of content that we made available to you one is is our annual digital transformation and Erp report which is a report we publish each year and it covers a number of independent reviews and rankings of different Erp systems as well as some tips and lessons to make your Erp implementation more successful you can find that and read that paper for free by scanning the QR code in front of you or you can go to the links below I also encourage you to read my new book called The Final Countdown it’s a book that talks about Erp implementations digital Transformations how to be successful how to plan for a successful implementation and it takes a lot of the concepts we’ve talked about here in this training and goes even deeper in that book so I encourage you to read that you can buy the book by scanning the QR code in front of you or you can simply go to the final countdown. so I hope you found this information useful and I hope you found this training course useful again if you wouldn’t mind sharing this with your colleagues with your project team members anyone else that you think might benefit from this training I encourage you to do that so I hope you found this useful and hope you have a great day

By Amjad Izhar
Contact: amjad.izhar@gmail.com
https://amjadizhar.blog
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