A Learning Experience during an ERP Implementation Project

An ERP Implementation always has its challenges and learning. Most CIOs get it correct with varied degree of success from the business perspective.

Here's one just learning experience during the SAP Implementation at a Large Infrastructure Company with multiple verticals in my career that it is very important to document the existing “as-is” Business Processes and then use the ERP Product to drive Business Process Transformation and document “to-be” Business Processes. Other critical factors for a successful ERP Project are –

• Creating & Managing the Supporting IT Infrastructure & Network,
• Project  Planning & Management,
• Ensure Minimize Code Changes / Customization,
• Adoption of Business Processes as defined in ERP Product,
• A Dedicated Project Team & End-User Training, and
• Effective Organizational Change Management & Communication

Also, there have been a few other learning too that a ERP Implementation – 

• needs a long-term commitment and support of the Top Management,
• the implementation approach could be - "Big Bang" or "Phased" approach and each approach has its own pro and cons, but primarily both work if the Project Management is effectively managed and handled,
• is a major "Change Management" exercise impacting the Business and should be effectively used as a "Transformation Tool" for the Best Practices and Business Process Planning,
• the Actual Business Benefits start coming in only after the use of ERP product purely as a "Transaction Capturing System" for the initial few months and the Top Management needs to be patient during this critical phase of the Project.