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Develop an Actionable ERP Strategy and Roadmap

Avoid overspend and underutilization by taking a strategic approach.

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Contributors

  • Brian Kudeba, Director, Administrative Services, Fidelis Care
  • David Lawrence, Director, ERP, Allegheny Technologies Inc.
  • Ken Zima, CIO, Aquarion Water Company
  • Pooja Bagga, Head of ERP Strategy & Change, Transport for London
  • Rob Schneider, Project Director, ERP, Strathcona County
  • Tarek Raafat, Manager, Application Solutions, IDRC
  • Two anonymous contributors

Your Challenge

  • ERP projects impact the entire organization – they are not limited to just financial and operating metrics. The disruption is felt during both implementation and in the production environment.
  • Missteps due to a lack of strategy can cost time as well as financial resources. Over half of ERP projects fail to achieve their planned business objectives.

Our Advice

Critical Insight

  • An ERP strategy is an ongoing communication tool for the business.
  • Accountability for ERP success is shared between IT and the business.
  • An actionable roadmap provides a clear path to benefits realization.

Impact and Result

  • Align the ERP strategy and roadmap with business priorities; securing buy-in from the business for the program.
  • Identification of gaps, needs, and opportunities in relation to business processes; ensuring the most critical areas are addressed.
  • Assess alternatives for the critical path(s) most relevant to your organization’s direction.
  • Develop a roadmap that promotes structure and accountability by categorizing and prioritizing work initiatives, and by identifying resources, timelines, and investment.

Research & Tools

Start here – read the Executive Brief

Read our concise Executive Brief to find out why you should Develop an Actionable ERP Strategy and Roadmap, review Info-Tech’s methodology, and understand the four ways we can support you in completing this project.

1. Harness the value of ERP

Create the project vision and structure, and map the current state.

2. Conduct the intake process and evaluate strategy alternatives

Conduct an operational assessment and evaluate solution alternatives.

Guided Implementations

This guided implementation is an eight call advisory process.

Guided Implementation #1 - Harness the value of ERP

Call #1 - Establish a vision for your ERP strategy project and refine your ERP operating and business models.
Call #2 - Structure the project. Define the scope and assemble the ERP strategy project team.
Call #3 - Map the current state. Inventory your ERP business processes and profile your ERP application portfolio.

Guided Implementation #2 - Conduct the intake process and evaluate strategy alternatives

Call #1 - Collect and classify improvement opportunities. Determine appropriate remediation tactics accordingly.
Call #2 - Understand different deployment options for ERP and the implications of each.

Guided Implementation #3 - Build and govern the ERP strategy roadmap

Call #1 - Based on your improvement opportunity analysis, define your ERP work initiatives and timelines.
Call #2 - Scope your work initiatives. Include detailed task information, RACI, cost-benefit analysis, and risk mitigation plans.
Call #3 - Create a governance charter to guide the governance of the roadmap.

Onsite Workshop

Discuss This Workshop

Book Your Workshop

Onsite workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost onsite delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.

Module 1: Analysis of Current Portfolio

The Purpose

  • Discovery of current processes and applications within the ERP landscape.

Key Benefits Achieved

  • Inventory of current ERP processes and applications

Activities

Outputs

1.1

Conduct an inventory collection of key ERP applications.

  • ERP application inventory
1.2

Conduct an inventory of key processes related to the ERP applications.

  • ERP processes compiled
1.3

Develop a high-level current state map of applications.

  • Current state of application portfolio

Module 2: ERP Needs and Solution Alternatives

The Purpose

  • Determine pains and opportunities that exist within the ERP landscape from key business and IT stakeholders.

Key Benefits Achieved

  • Future state solutions

Activities

Outputs

2.1

Determine remediation alternatives for current applications and validate with IT.

  • Future application needs
2.2

Review future solution alternatives for ERP – maintain, augment, optimize, transform, hybrid vs. cloud, etc.

  • Alternative solutions

Module 3: Gap Analysis and Strategic Initiatives

The Purpose

  • Perform a brief gap analysis between future and current state.

Key Benefits Achieved

  • ERP initiatives derived from the analysis of gaps

Activities

Outputs

3.1

Using gap analysis, identify application initiatives and categorize by objective.

  • Gap analysis
3.2

Define and prioritize application portfolio business value metrics.

  • ERP portfolio objectives
3.3

Determine the level of urgency to implement each initiative.

  • Initiatives list

Module 4: ERP Roadmap

The Purpose

  • Produce a brief description of each initiative and identify initiative timeline and dependencies.

Key Benefits Achieved

  • Detailed roadmap for ERP along with a communication strategy

Activities

Outputs

4.1

Prioritize application initiatives.

4.2

Develop 3-5-year ERP roadmap.

  • Detailed 3-5-year ERP roadmap
4.3

Develop main executive communication messages.

  • Executive communication messages