Get Instant Access
to This Blueprint

Applications icon

Build an ERP Strategy and Roadmap

Align business and IT to successfully deliver on your ERP initiative

  • Organizations often do not know where to start with an ERP project.
  • They focus on tactically selecting and implementing the technology.
  • ERP projects are routinely reported as going over budget, over schedule, and they fail to realize any benefits.

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.

Build an ERP Strategy and Roadmap Research & Tools

1. Build an ERP Strategy and Roadmap – A comprehensive guide to align business and IT on what the organization needs from their ERP.

A business-led, top-management-supported initiative partnered with IT has the greatest chance of success.

This blueprint provides business and IT the methodology for getting the right level of detail for the business processes that the ERP supports thus avoiding getting lost in the details.

Build a successful ERP Strategy and roadmap by:

  • Aligning and prioritizing key business and technology drivers.
  • Clearly defining what is in and out of scope for the project.
  • Getting a clear picture of how the business process and underlying applications support the business strategic priorities.
  • Pulling it all together into an actionable roadmap.

Member Testimonials

After each Info-Tech experience, we ask our members to quantify the real-time savings, monetary impact, and project improvements our research helped them achieve. See our top member experiences for this blueprint and what our clients have to say.

9.4/10


Overall Impact

$76,329


Average $ Saved

22


Average Days Saved

Client

Experience

Impact

$ Saved

Days Saved

St. Joseph's Health Care London

Guided Implementation

10/10

N/A

N/A

Great initial meeting to jump start our work on ERP and help us get unstuck. Looking forward to our future meaningful conversations as our planning... Read More

Vitalant

Workshop

10/10

$116K

47

The collaboration, education and inclusion with all the functional units was highly valued.

Diamond Offshore, LLC

Workshop

9/10

N/A

50

The best part was the collaboration and the "light bulbs" that went off between the department stakeholders involved in the workshop. The worst pa... Read More

Adams 12 Five Star Schools

Workshop

9/10

N/A

N/A

The workshop was extremely helpful in surfacing up the key elements that we need to think through as a cross functional team in order to ensure tha... Read More

Petrojam

Guided Implementation

9/10

$32,499

20

Town of Taber

Guided Implementation

10/10

N/A

20

Earlham College

Guided Implementation

8/10

$71,499

5

Expertise and guidance on how to approach an ERP strategy.

The Corporation of the City of Port Colborne

Guided Implementation

10/10

$10,000

5

Lisa was extremely knowledgeable and resourceful. Lisa provided specific advice that will help us clearly define our roadmap and inform our procure... Read More

Sirius Computer Solutions / a CDW Company

Guided Implementation

10/10

$259K

50

In this situation, the estimated dollar savings are soft dollars spread over multiple pre-sales resources in developing cohesive messaging for our ... Read More

Goodwill Industries North Florida

Guided Implementation

10/10

$30,549

20

Thank you for always proactively sharing content to meet our needs.

Aipso

Guided Implementation

8/10

$12,999

9

The templates and guidance have been very helpful in determining a path for choosing a new ERP.

Veramed Limited

Guided Implementation

10/10

$16,400

10

Iroquois Gas

Workshop

8/10

$32,499

10

Areez did a great job facilitating the ERP workshop. It was an eye-opening experience for several members of the Iroquois team.

Teledyne Technologies

Guided Implementation

10/10

$12,999

20

Wiss, Janney, Elstner Associates, Inc.

Workshop

9/10

$61,749

50

Best - gaining consensus from a cross-section of our organization re: our ERP strategy. Worst - we could have done a better job setting expectatio... Read More

Veramed Limited

Guided Implementation

10/10

$28,700

20

Missoula County

Workshop

10/10

$64,999

50

Sonoco Products Company

Workshop

9/10

N/A

20

Natco Home Group

Guided Implementation

10/10

$64,999

10

Ricardo appears to be a strong resource on ERP platforms, which will be very beneficial. There were no negatives in today's call.

Goodwill Industries North Florida

Guided Implementation

10/10

$12,999

20

Lake Simcoe Region Conservation Authority

Guided Implementation

9/10

$6,000

2

Lisa really looked after us and searched for what fit us best. She did a lot of research and connected us to the right people.

Caribbean Public Health Agency

Guided Implementation

10/10

$7,799

2

Very knowledgeable and experience

NEI Global Relocation

Workshop

10/10

$64,999

20

Reddy's strong ability to quickly understand our organization and business model to effectively step us through our workshop while providing a brea... Read More

Western Washington University

Workshop

10/10

N/A

14

The workshop structure and tools really helped guide the discussions. I really appreciate the facilitators’ patience and flexibility.

San Joaquin Regional Transit District

Workshop

8/10

$97,499

50

Reddy's knowledge and experience made this effort worthwhile and productive. worst part was our inconsistent attendance by some teams. we are a... Read More

Food Standards Agency

Workshop

9/10

$16,400

10

Best - Really engaged colleague from Lisa. Really understood our needs, took these into account and ensured that the session was done correctly. Re... Read More

Rush Street Gaming

Workshop

6/10

$32,499

10

Best part was the collaboration spurred on by the workshop. Paul was very pleasant and nice to work with and he tried to get the most out of the t... Read More

Braun Intertec Corporation

Workshop

10/10

$125K

20

Great discussion amongst the team members and bringing awareness to the effort involved. No "worst parts"

Stratus

Workshop

10/10

$129K

35

The workshop was structured, yet flexible enough to accommodate our specific needs which was very valuable. The only part that I would've liked ... Read More

London Health Sciences Centre and St. Joseph’s Health Care, London

Guided Implementation

8/10

$1,800

3

Knowledge of advisor


Workshop: Build an ERP Strategy and Roadmap

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 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: Introduction to ERP

The Purpose

To build understanding and alignment between business and IT on what an ERP is and the goals for the project

Key Benefits Achieved

  • Clear understanding of how the ERP supports the organizational goals
  • What business processes the ERP will be supporting
  • An initial understanding of the effort involved

Activities

Outputs

1.1

Introduction to ERP

1.2

Background

1.3

Expectations and goals

1.4

Align business strategy

1.5

ERP vision and guiding principles

1.6

ERP strategy model

  • ERP strategy model
1.7

ERP operating model

  • ERP Operating model

Module 2: Build the ERP operation model

The Purpose

Generate an understanding of the business processes, challenges, and application portfolio currently supporting the organization.

Key Benefits Achieved

  • An understanding of the application portfolio supporting the business
  • Detailed understanding of the business operating processes and pain points

Activities

Outputs

2.1

Build application portfolio

  • Application portfolio
2.2

Map the level 1 ERP processes including identifying stakeholders, pain points, and key success indicators

  • Mega-processes with level 1 process lists
2.3

Discuss process and technology maturity for each level 1 process

Module 3: Project set up

The Purpose

A project of this size has multiple stakeholders and may have competing priorities. This section maps those stakeholders and identifies their possible conflicting priorities.

Key Benefits Achieved

  • A prioritized list of ERP mega-processes based on process rigor and strategic importance
  • An understanding of stakeholders and competing priorities
  • Initial compilation of the risks the organization will face with the project to begin early mitigation

Activities

Outputs

3.1

ERP process prioritization

  • Prioritized ERP operating model
3.2

Stakeholder mapping

  • Stakeholder map.
3.3

Competing priorities review

  • Competing priorities list.
3.4

Initial risk register compilation

  • Initial risk register.

Module 4: Roadmap and presentation review

The Purpose

Select a future state and build the initial roadmap to set expectations and accountabilities.

Key Benefits Achieved

  • Identification of the future state
  • Initial roadmap with expectations on accountability and timelines

Activities

Outputs

4.1

Discuss future state options

  • Future state options
4.2

Build initial roadmap

  • Initiative roadmap
4.3

Review of final deliverable

  • Draft final deliverable

Build an ERP Strategy and Roadmap

Align business and IT to successfully deliver on your ERP initiative

Table of Contents

Analyst Perspective

Phase 3: Plan Your Project

Executive Summary

Step 3.1: Stakeholders, risk, and value

Phase 1: Build Alignment and Scope

Step 3.2: Project set up

Step 1.1: Aligning Business and IT

Phase 4: Next Steps

Step 1.2: Scope and Priorities

Step 4.1: Build your roadmap

Phase 2: Define Your ERP

Step 4.2: Wrap up and present

Step 2.1: ERP business model

Summary of Accomplishment

Step 2.2: ERP processes and supporting applications

Research Contributors

Step 2.3: Process pains, opportunities, and maturity

Related Info-Tech Research

Bibliography

Build an ERP Strategy and Roadmap

Align business and IT to successfully deliver on your ERP initiative

EXECUTIVE BRIEF

Analyst Perspective

A foundational ERP strategy is critical to decision making.

Photo of Robert Fayle, Research Director, Enterprise Applications, Info-Tech Research Group.

Enterprise resource planning (ERP) is a core tool that the business leverages to accomplish its goals. An ERP that is doing its job well is invisible to the business. The challenges come when the tool is no longer invisible. It has become a source of friction in the functioning of the business

ERP systems are expensive, their benefits are difficult to quantify, and they often suffer from poor user satisfaction. Post-implementation, technology evolves, organizational goals change, and the health of the system is not monitored. This is complicated in today’s digital landscape with multiple integration points, siloed data, and competing priorities.

Too often organizations jump into selecting replacement systems without understanding the needs of the organization. Alignment between business and IT is just one part of the overall strategy. Identifying key pain points and opportunities, assessed in the light of organizational strategy, will provide a strong foundation to the transformation of the ERP system.

Robert Fayle
Research Director, Enterprise Applications
Info-Tech Research Group

Executive Summary

Your Challenge

Organizations often do not know where to start with an ERP project. They focus on tactically selecting and implementing the technology but ignore the strategic foundation that sets the ERP system up for success. ERP projects are routinely reported as going over budget, over schedule, and they fail to realize any benefits.

Common Obstacles

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 early on can cost time, financial resources, and careers. Roughly 55% of ERP projects reported being over budget, and two-thirds of organizations implementing ERP realized less than half of their anticipated benefits.

Info-Tech’s Approach

Obtain organizational buy-in and secure top management support. Set clear expectations, guiding principles, and critical success factors.

Build an ERP operating model/business model that identifies process boundaries, scope, and prioritizes requirements. Assess stakeholder involvement, change impact, risks, and opportunities.

Understand the alternatives your organization can choose for the future state of ERP. Develop an actionable roadmap and meaningful KPIs that directly align with your strategic goals.

Info-Tech Insight

Accountability for ERP success is shared between IT and the business. There is no single owner of an ERP. A unified approach to building your strategy promotes an integrated roadmap so all stakeholders have clear direction on the future state.

Insight summary

Enterprise resource planning (ERP) systems facilitate the flow of information across business units. It allows for the seamless integration of systems and creates a holistic view of the enterprise to support decision making.

In many organizations, the ERP system is considered the lifeblood of the enterprise. Problems with this key operational system will have a dramatic impact on the ability of the enterprise to survive and grow.

A measured and strategic approach to change will help mitigate many of the risks associated with ERP projects, which will avoid the chances of these changes becoming the dreaded “career killers.”

A business led, top management supported initiative partnered with IT has the greatest chance of success.

  • A properly scoped ERP project reduces churn and provides all parts of the business with clarity.
  • This blueprint provides the business and IT the methodology to get the right level of detail for the business processes that the ERP supports so you can avoid getting lost in the details.
  • Build a successful ERP Strategy and roadmap by:
    • Aligning and prioritizing key business and technology drivers.
    • Clearly defining what is in and out of scope for the project.
    • Providing a clear picture of how the business process and underlying applications support the business strategic priorities.
    • Pulling it all together into an actionable roadmap.

Enterprise Resource Planning (ERP)

What is ERP?

Enterprise resource planning (ERP) systems facilitate the flow of information across business units. They allow for the seamless integration of systems and create a holistic view of the enterprise to support decision making.

In many organizations, the ERP system is considered the lifeblood of the enterprise. Problems with this key operational system will have a dramatic impact on the ability of the enterprise to survive and grow.

An ERP system:

  • Automates processes, reducing the amount of manual, routine work.
  • Integrates with core modules, eliminating the fragmentation of systems.
  • Centralizes information for reporting from multiple parts of the value chain to a single point.

A diagram visualizing the many aspects of ERP and the categories they fall under. Highlighted as 'Supply Chain Management' are 'Supply Chain: Procure to Pay' and 'Distribution: Forecast to Delivery'. Highlighted as 'Customer Relationship Management' are 'Sales: Quote to Cash', 'CRM: Market to Order', and 'Customer Service: Issue to Resolution'.

ERP use cases:

  • Product-Centric
    Suitable for organizations that manufacture, assemble, distribute, or manage material goods.
  • Service-Centric
    Suitable for organizations that provide and manage field services and/or professional services.

ERP by the numbers

50-70%
Statistical analysis of ERP projects indicates rates of failure vary from 50 to 70%. Taking the low end of those analyst reports, one in two ERP projects is considered a failure. (Source: Saxena and Mcdonagh)

85%
Companies that apply the principles of behavioral economics outperform their peers by 85% in sales growth and more than 25% in gross margin. (Source: Gallup)

40%
Nearly 40% of companies said functionality was the key driver for the adoption of a new ERP. (Source: Gheorghiu)

ERP dissatisfaction

Drivers of Dissatisfaction
Business
  • Misaligned objectives
  • Product fit
  • Changing priorities
  • Lack of metrics
Data
  • Access to data
  • Data hygiene
  • Data literacy
  • One view of the customer
People and teams
  • User adoption
  • Lack of IT support
  • Training (use of data and system)
  • Vendor relations
Technology
  • Systems integration
  • Multi-channel complexity
  • Capability shortfall
  • Lack of product support

Finance, IT, Sales, and other users of the ERP system can only optimize ERP with the full support of each other. The cooperation of the departments is crucial when trying to improve ERP technology capabilities and customer interaction.

Info-Tech Insight

While technology is the key enabler of building strong customer experiences, there are many other drivers of dissatisfaction. IT must stand shoulder-to-shoulder with the business to develop a technology framework for ERP.

Info-Tech’s methodology for developing a foundational ERP strategy and roadmap

1. Build alignment and scope 2. Define your ERP 3. Plan your project 4. Next Steps
Phase Steps
  1. Aligning business and IT
  2. Scope and priorities
  1. ERP Business Model
  2. ERP processes and supporting applications
  3. Process pains, opportunities & maturity
  1. Stakeholders, risk & value
  2. Project set up
  1. Build your roadmap
  2. Wrap up and present
Phase Outcomes Discuss organizational goals and how to advance those using the ERP system. Establish the scope of the project and ensure that business and IT are aligned on project priorities. Build the ERP business model then move on to the top level (mega) processes and an initial list of the sub-processes. Generate a list of applications that support the identified processes. Conclude with a complete view of the mega-processes and their sub-processes. Map out your stakeholders to evaluate their impact on the project, build an initial risk register and discuss group alignment. Conclude the phase by setting the initial core project team and their accountabilities to the project. Review the different options to solve the identified pain points then build out a roadmap of how to get to that solution. Build a communication plan as part of organizational change management, which includes the stakeholder presentation.

Blueprint deliverables

Each step of this blueprint is accompanied by supporting deliverables to help you accomplish your goals:

Sample of the Key Deliverable 'ERP Strategy Report'.

ERP Strategy Report

Complete an assessment of processes, prioritization, and pain points, and create an initiative roadmap.

Samples of blueprint deliverables related to 'ERP Strategy Report'.

ERP Business Model
Align your business and technology goals and objectives in the current environment.
Sample of the 'ERP Business Model' blueprint deliverable.
ERP Operating Model
Identify and prioritize your ERP top-level processes.
Sample of the 'ERP Operating Model' blueprint deliverable.
ERP Process Prioritization
Assess ERP processes against the axes of rigor and strategic importance.
Sample of the 'ERP Process Prioritization' blueprint deliverable.
ERP Strategy Roadmap
A data-driven roadmap of how to address the ERP pain points and opportunities.
Sample of the 'ERP Strategy Roadmap' blueprint deliverable.

Executive Brief Case Study

INDUSTRY: Aerospace
SOURCE: Panorama, 2021

Aerospace organization assesses ERP future state from opportunities, needs, and pain points

Challenge

Several issues plagued the aerospace and defense organization. Many of the processes were ad hoc and did not use the system in place, often relying on Excel. The organization had a very large pain point stemming from its lack of business process standardization and oversight. The biggest gap, however, was from the under-utilization of the ERP software.

Solution

By assessing the usage of the system by employees and identifying key workarounds, the gaps quickly became apparent. After assessing the organization’s current state and generating recommendations from the gaps, it realized the steps needed to achieve its desired future state. The analysis of the pain points generated various needs and opportunities that allowed the organization to present and discuss its key findings with executive leadership to set milestones for the project.

Results

The overall assessment led the organization to the conclusion that in order to achieve its desired future state and maximize ROI from its ERP, the organization must address the internal issues prior to implementing the upgraded software.

Info-Tech offers various levels of support to best suit your needs

DIY Toolkit

Guided Implementation

Workshop

Consulting

"Our team has already made this critical project a priority, and we have the time and capability, but some guidance along the way would be helpful." "Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track." "We need to hit the ground running and get this project kicked off immediately. Our team has the ability to take this over once we get a framework and strategy in place." "Our team does not have the time or the knowledge to take this project on. We need assistance through the entirety of this project."

Diagnostics and consistent frameworks used throughout all four options

Guided Implementation

What does a typical GI on this topic look like?

A Guided Implementation (GI) is a series of calls with an Info-Tech analyst to help implement our best practices in your organization.

A typical GI is between eight to twelve calls over the course of four to six months.

Phase 1

  • Call #1: Scoping call to understand the current situation.
  • Call #2: Establish business & IT alignment and project scope.

Phase 2

  • Call #3: Discuss the ERP Strategy business model and mega-processes.
  • Call #4: Begin the drill down on the level 1 processes.

Phase 3

  • Call #5: Establish the stakeholder map and project risks.
  • Call #6: Discuss project setup including stakeholder commitment and accountability.

Phase 4

  • Call #7: Discuss resolution paths and build initial roadmap.
  • Call #8: Summarize results and plan next steps.

Workshop Overview

Contact your account representative for more information.
workshops@infotech.com1-888-670-8889

Day 1 Day 2 Day 3 Day 4 Day 5
Activities
Introduction to ERP

1.1 Introduction to ERP

1.2 Background

1.3 Expectations and goals

1.4 Align business strategy

1.5 ERP vision and guiding principles

1.6 ERP strategy model

1.7 ERP operating model

Build the ERP operating model

2.1 Build application portfolio

2.2 Map the level 1 ERP processes including identifying stakeholders, pain points, and key success indicators

2.3 Discuss process and technology maturity for each level 1 process

Project set up

3.1 ERP process prioritization

3.2 Stakeholder mapping

3.3 Competing priorities review

3.4 Initial risk register compilation

3.5 Workshop retrospective

Roadmap and presentation review

4.1 Discuss future state options

4.2 Build initial roadmap

4.3 Review of final deliverable

Next Steps and wrap-up (offsite)

5.1 Complete in-progress deliverables from previous four days

5.2 Set up review time for workshop deliverables and to discuss next steps

Deliverables
  1. ERP strategy model
  2. ERP operating model
  1. Application portfolio
  2. Mega-processes with level 1 process lists
  1. Prioritized ERP operating model
  2. Stakeholder map
  3. Competing priorities list
  4. Initial risk register
  1. Future state options
  2. Initiative roadmap
  3. Draft final deliverable
  1. Completed ERP strategy template
  2. ERP strategy roadmap

Build an ERP Strategy and Roadmap

Phase 1

Build alignment and scope

Phase 1

  • 1.1 Aligning business and IT
  • 1.2 Scope and priorities

Phase 2

  • 2.1 ERP Business Model
  • 2.2 ERP processes and supporting applications
  • 2.3 Process pains, opportunities & maturity

Phase 3

  • 3.1 Stakeholders, risk & value
  • 3.2 Project set up

Phase 4

  • 4.1 Build your roadmap
  • 4.2 Wrap up and present

This phase will walk you through the following activities:

Build a common language to ensure clear understanding of the organizational needs. Define a vision and guiding principles to aid in decision making and enumerate how the ERP supports achievement of the organizational goals. Define the initial scope of the ERP project. This includes the discussion of what is not in scope.

This phase involves the following participants:

  • Primary stakeholders in each value stream supported by the ERP
  • ERP Applications support team

Create a compelling case that addresses strategic business objectives

When someone at the organization asks you WHY, you need to deliver a compelling case. The ERP project will receive pushback, doubt, and resistance; if you can’t answer the question WHY, you will be left back-peddling.

When faced with a challenge, prepare for the WHY.

  • Why do we need this?
  • Why are we spending all this money?
  • Why are we bothering?
  • Why is this important?
  • Why did we do it this way?
  • Why did we choose this vendor?

Most organizations can answer “What?”
Some organizations can answer “How?”
Very few organizations have an answer for “Why?”

Each stage of the project will be difficult and present its own unique challenges and failure points. Re-evaluate if you lose sight of WHY at any stage in the project.

Step 1.1

Aligning business and IT

Activities
  • 1.1.1 Build a glossary
  • 1.1.2 ERP Vision and guiding principles
  • 1.1.3 Corporate goals and ERP benefits

This step will walk you through the following activities:

  • Building a common language to ensure a clear understanding of the organization’s needs.
  • Creating a definition of your vision and identifying the guiding principles to aid in decision making.
  • Defining how the ERP supports achievement of the organizational goals.

This step involves the following participants:

  • Primary stakeholders in each value stream supported by the ERP
  • ERP Applications support team

Outcomes of this step

Business and IT have a shared understanding of how the ERP supports the organizational goals.

Are we all talking about the same thing?

Every group has their own understanding of the ERP system, and they may use the same words to describe different things. For example, is there a difference between procurement of office supplies and procurement of parts to assemble an item for sale? And if they are different, do your terms differ (e.g., procurement versus purchasing)?

Term(s) Definition
HRMS, HRIS, HCM Human Resource Management System, Human Resource Information System, Human Capital Management. These represent four capabilities of HR: core HR, talent management, workforce management, and strategic HR.
Finance Finance includes the core functionalities of GL, AR, and AP. It also covers such items as treasury, financial planning and analysis (FP&A), tax management, expenses, and asset management.
Supply Chain The processes and networks required to produce and distribute a product or service. This encompasses both the organization and the suppliers.
Procurement Procurement is about getting the right products from the right suppliers in a timely fashion. Related to procurement is vendor contract management.
Distribution The process of getting the things we create to our customers.
CRM Customer Relationship Management, the software used to maintain records of our sales and non-sales contact with our customers.
Sales The process of identifying customers, providing quotes, and converting those quotes to sales orders to be invoiced.
Customer Service This is the process of supporting customers with challenges and non-sales questions related to the delivery of our products/services.
Field Service The group that provides maintenance services to our customers.

Activity 1.1.1 Build a glossary

1 hour
  1. As a group, discuss the organization’s functional areas, business capabilities, value streams, and business processes.
  2. Ask each of the participants if there are terms or “jargon” that they hear used that they may be unclear on or know that others may not be aware of. Record these items in the table along with a description.
    • Acronyms are particularly important to document. These are often bandied about without explanation. For example, people outside of finance may not understand that FP&A is short for Financial Planning and Analysis.

Record this information in the ERP Strategy Report Template.

Sample of the 'ERP Strategy Report Template: Glossary'.

Download the ERP Strategy Report Template

About Info-Tech

Info-Tech Research Group is the world’s fastest-growing information technology research and advisory company, proudly serving over 30,000 IT professionals.

We produce unbiased and highly relevant research to help CIOs and IT leaders make strategic, timely, and well-informed decisions. We partner closely with IT teams to provide everything they need, from actionable tools to analyst guidance, ensuring they deliver measurable results for their organizations.

MEMBER RATING

9.4/10
Overall Impact

$76,329
Average $ Saved

22
Average Days Saved

After each Info-Tech experience, we ask our members to quantify the real-time savings, monetary impact, and project improvements our research helped them achieve.

Read what our members are saying

What Is a Blueprint?

A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your IT problems.

Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.

Need Extra Help?
Speak With An Analyst

Get the help you need in this 4-phase advisory process. You'll receive 8 touchpoints with our researchers, all included in your membership.

Guided Implementation 1: Build alignment and scope
  • Call 1: Scoping call to understand the current situation.
  • Call 2: Establish business & IT alignment and project scope.

Guided Implementation 2: Define your ERP
  • Call 1: Discuss the ERP Strategy business model and mega-processes.
  • Call 2: Begin the drill down on the level 1 processes.

Guided Implementation 3: Plan your project
  • Call 1: Establish the stakeholder map and project risks.
  • Call 2: Discuss project setup including stakeholder commitment and accountability.

Guided Implementation 4: Next steps
  • Call 1: Discuss resolution paths and build initial roadmap.
  • Call 2: Summarize results and plan next steps.

Author

Robert Fayle

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
Visit our IT Cost Optimization Center
Over 100 analysts waiting to take your call right now: 1-519-432-3550 x2019