Establish a Concrete ERP Foundation

Getting your ERP project off the ground starts with a stakeholder-aligned blueprint.

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Without a proper foundation for ERP, you can experience:

  • Deferred benefits realization.
  • Decreased project momentum or lack of commitment.
  • Measuring the wrong success metrics.
  • Resistance to change management.
  • Higher costs of implementation.
  • Misaligned ERP strategy.
  • Low end-user adoption.
  • ERP project delays.
  • End-user dissatisfaction with performance, functionality, and integration.
  • Scope creep, increased risk of customization, and poorly defined processes.
  • Decreased productivity.

A concrete ERP foundation helps to:

  • Align the ERP strategy with organizational goals.
  • Increase engagement and project buy-in.
  • Increase benefits realization.
  • Develop a clear operating/business model to guide the strategy and decision-making process.
  • Create clear and measurable success metrics.
  • Prioritize business functions and identify certain risks upfront.
  • Minimize the extent of surprise to the various ERP stakeholders with final output of the ERP project.
  • Improve the quality of the ERP solution and experience.
  • Measure current, ongoing success of ERP.

Module 1: Create a Vision for ERP

The Purpose

  • Understand the importance of establishing an ERP foundation before proceeding with ERP selection and implementation.
  • Learn why a large percentage of ERP projects fail and how to avoid common mistakes.
  • Set expectations for the ERP foundation and understand Info-Tech’s ERP methodology.
  • Complete a project charter to gain buy-in, build a project team, and track project success.  

Key Benefits Achieved

  • A go/no-go decision on the project appropriateness.
  • Project stakeholders identified.
  • Project team created with defined roles and responsibilities.
  • Finalized project charter to gain buy-in.  

Activities: Outputs:
1.1 Define roles and responsibilities.
  • Defined roles and responsibilities.
1.2 Create a RACI chart.
  • Assigned responsibilities throughout the life of the project.
1.3 Set boundaries and scope the project.
  • Clearly defined scope and expectations.

Module 2: Model Future State

The Purpose

  • Identify ERP drivers and objectives.
  • Understand ERP challenges and pain points.
  • Discover the ERP benefits and opportunities.
  • Align the ERP strategy with the corporate strategy.
  • Map the current state of applications and the processes they support.
  • Understand the processes the future ERP solution will support.
  • Group core operational processes into larger mega-processes.   

Key Benefits Achieved

  • A firm understanding of the current ERP environment.
  • Strategic alignment between IT and the business.
  • Identify future state and ERP expectations for supporting processes.
  • Knowledge on current mega-processes and how to move forward with monitoring and improving processes.

Activities: Outputs:
2.1 Identify ERP drivers, objectives, challenges, benefits, and opportunities.
  • Completed ERP business model.
2.2 Map current state of applications and processes.
  • Current state map.
2.3 Map future state.
  • Future state of ERP.
2.4 Define mega-processes in the scope of ERP.
2.5 Assign process owners to mega-processes.
2.6 Determine guiding principles for each mega-process.
2.7 Identify key success factors for each mega-process.
2.8 Create a stakeholder map for each mega-process.
  • Finalized ERP operating model and next steps for monitoring processes, tracking success, and communicating progress.

Module 3: Implement and Finalize Deliverable

The Purpose

  • Brainstorm and prioritize short- and long-term ERP tasks.

Key Benefits Achieved

  • Understand next steps for the ERP project.

Activities: Outputs:
3.1 Create a high-level implementation plan.
  • Completed implementation plan.
3.2 Create a communication plan to convey information.
  • Completed communication plan.
3.3 Establish ERP metrics.
  • Established ERP metrics.
3.4 Build final deliverable.
3.5 Conduct a stakeholder presentation for the final deliverable.
  • Stakeholder presentation of ERP foundation.

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