It's all too much! How to keep from feeling overwhelmed during your ERP implementation

You decided it was time to implement a new ERP system. The time-consuming research and various system reviews are all behind you now. You have selected a partner to assist you with the implementation and now it is time to start this project!  

I once read a list of the biggest career events a person could experience. On this list was ‘implementing a new ERP software’. I was not surprised as it is no small feat.  

Implementing an ERP system can be challenging. With the right consulting team, you'll get guidance and a clear plan. They'll define your team's roles, expectations, and provide tips for success.

Every consulting team has their own method of implementing an ERP system, but there are common themes that should be present in all approaches. These well-thought-out plans should assure the customer that the process will proceed smoothly and will be completed on time and within budget.

An experienced implementation team will be able to:

• Set realistic expectations

• Set achievable deadlines

• Clearly define the tasks for both the partner and the customer

• Plan on the unexpected

Let’s look closer at each of these.

Setting realistic expectations

You might wonder how this large project gets done. The answer is simple – you do it! The implementation team provides guidance, but you and your team will handle most of the work.  

Employees already have a 40+ hour a week job so how can strain and burnout be mitigated. Here are some of the things that can help with this part of the implementation:

• Prepare the team for what is to come. Be sure they are aware of the added work that will be required of them and remind them it is just for a short while.  

• Pay for overtime if needed or setup a bonus plan if the project is on time to motivate the team to accomplish the necessary tasks.

• Schedule dedicated time during regular work hours project activities.

• Hire temporary help to backfill workloads so team members have time to dedicate to the project.

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Set achievable deadlines

Your consulting team should have a realistic idea of how much can be accomplished during a planned time frame. We call this step ‘How to eat an elephant’. You create a plan for taking one bite at a time.  

A too aggressive plan can backfire when it fails and dates get pushed out. These events increase the potential to run into scheduling conflicts and budget increases. So be sure the plan you lay out is achievable and that the deadlines can be met.  

During your planning strategy meeting, ensure that events occurring during the implementation are discussed for effective planning. The following are some events to consider.

• Scheduled key employees time off

• Company Holidays

• Conferences and conventions

• Other company projects happening concurrently

• Seasonal high or low business cycles

• Plant shutdowns or closures

Having a calendar outlining the steps and events needed to implement the system should help create a feeling of being in control. This calendar will help you identify if things are going as planned or if the project is veering off track.  

Meet with your consultants and your team to review and discuss this regularly (weekly with team, and at least monthly with steering committee).

Clearly define the tasks  

Confusion can be very stressful. Be sure you know what is expected from the team member when they are assigned a task. Your consultants should be able to clearly explain what is needed, when in doubt, ask.  

As mentioned before, a great deal of the work is done by YOU! The consulting team is mostly here to explain what is needed and how to do it. Understanding the tasks and expected outcomes is a must to feel confident during this process.  

Here are some helpful ideas.

• Ask your consultants for an example to clarify.

• Do a test run with just a small sampling of data to confirm the process.

• Understand how this task fits into the big picture.  

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Plan for the unexpected

In an ERP implementation means changes and challenges.  

No complex ERP system has ever been implemented without encountering issues. There will always be a process forgotten about or that critical report no one mentioned. Determine if they are deal breakers or game changers. Then decide if you need to pass, kick or punt.

Here are some tips to help you deal with the unexpected.

• Determine if it is critical. Can you go live without it and then address it afterwards?  

• Can your business methodology be changed to omit this process or report?  

• Ask yourself if you can address the problem without causing delay to the project. If yes, then address the problem. If no, reassess the schedule and resources to make sure it is worth the impact to the project.  

• Make room for addressing the solution by moving something else to the post-go-live phase of the project.  

• Bring additional resources in that can address the newly discovered work.

An ERP implementation is a major undertaking and should be planned properly. With the right team, it becomes manageable. Most importantly, choose the right consulting team to assist you through the process successfully. Use our guide to selecting a business system and partner to help you through this process.

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