Establish a Concrete ERP Foundation

Enterprise resource planning (ERP) systems are complex. It is not an easy task for IT to address differing business unit requirements’ and effectively manage stakeholder expectations.
ERP projects impact the entire organization. The disruption is felt before, during, and after implementation, as everyone struggles to maximize the benefits of the investment.
Organizations often do not know where to start with an ERP project. They embark tactically on planning the start of the project, but ignore the strategic foundation that sets the ERP up for success.
The outcome of the ERP project is completely dependent on the foundation established at the outset. Missteps early on can cost you time, financial resources, and careers.

Our Advice

Critical Insight

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

Impact and Result

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

Establish a Concrete ERP Foundation Research & Tools

Start here – read the Executive Brief

Read our concise Executive Brief to find out why you should establish a concrete ERP foundation, review Info-Tech’s methodology, and understand the four ways we can support you in completing this project.

Establish a Concrete ERP Foundation – Executive Brief

1. Create a vision for ERP

Assess the value of creating a solid ERP foundation and structure the project.

2. Model future state

Gather requirements to complete the ERP Business Model and ERP Operating Model.

3. Implement and finalize deliverable

Develop a high-level implementation plan to communicate short- and long-term initiatives. Present the ERP foundation to stakeholders.

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.

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.

Table of Contents

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Guided Implementation 1: Create a vision for ERP

Call 1: Understand the importance of an ERP foundation.
Call 2: Structure the project. Choose the project team, identify risks, and finalize the project charter.

Guided Implementation 2: Model future state

Call 1: Create an ERP business model by identifying goals, objectives, risks, and drivers.
Call 2: Identify mega-processes and complete the ERP operating model.
Call 3: Identify process KPIs and guiding principles.

Guided Implementation 3: Implement and finalize deliverable

Call 1: Create a high-level implementation plan and discuss key project components (risk and change management).
Call 2: Tips and tricks for presenting the final deliverable to stakeholders.

Authors

Suanne McGrath-Kelly

Jenna Schroeder

Contributors

Boris Znebel, VP of Sales, Second Foundation
Tom Walker, VP, Information Technology, StarTech.com
Lance Foust, I.S. Manager, Plymouth Tube Company
Scott Clark, Innovation Credit Union

Search Code: 76677
Last Revised: August 20, 2015

TAGS:

ERP Strategy, ERP, ERP Assessment, ERP alignment, ERP buy-in, ERP business case, ERP Solution, ERP Selection, ERP Implementation

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