![]() During the implementation, you suddenly find features in the software that you didn’t know about, and you start implementing those, and your four-month project is a five-month project. It might take longer overall but it will be more digestible and much smoother.Ī stupid thought, but one worth thinking about at the beginning of a project, is how does the project end? What are the end conditions? Or, to put it bluntly, how do you know when the project is finished? Traditional mid range ERP implementations are notorious for project creep. Think of it as phases and take an iterative process to implementing the solution. Question: How do you eat an elephant? Answer: One bite at a time.īecause you have bought an all-encompassing ERP package – don’t think you need to eat it all in one go. “As with selection, we are going to differentiate between Micro SMEs (where you can push a system in a just few days) and Mid-Sized SMEs (100 staff plus) where you will have departments, processes, and hierarchy, and for success you will probably need a traditional implementation methodology and, realistically, a longer implementation time period.” So, for medium Sized SMEs (100 staff+) – this section is for you! This paper will hope give you some idea of the work content, and people involvement to enable you to plan better.” “There is an old adage that says, ‘failure to plan is planning to fail,’ and this is one area where you should probably have a plan. ![]() “Also, hopefully you have your go to processes that drew up prior to the selection process, as they define how the system will work for you.” ![]() At long last there is now a solution for the Micro- SMEs.” What preparation should be made before starting the implementation process?īarry takes up the story, “Hopefully you followed the guidelines from the Selection article, and you now have selected your ERP system, and a motivated team keen to press on and implement it, as they have been involved in the selection and so feel engaged.” It took just six weeks from start to finish, and it did everything expected of an ERP system. So, when I first came across SOS, I could not believe how simple it was. It was just too complicated, and I learned from bitter experience that it often created more problems than it solved. “ Until recently, smaller companies employing 2-50 staff were not well served by ERP software. “In my experience, whilst the mid and upper ranges of SMEs have been adequately served by ERP solutions in recent years, the smaller companies have been left wanting.” So, I think we need to segment the market further for any analysis to be helpful.” ![]() “SME is a very broad term ranging from a one-man startup to a business with five hundred employees. What is an SME?įor scene-setting, I am going to repeat the SME definition that Barry opined when we discussed ‘Selection’ in the previous paper, as it also frames this discussion. Barry has much experience, some of which he shares here. Once again, we pick the brains of a SOS ProAdvisor and veteran of the ERP and manufacturing control software world, Barry Linnard, who has spent the last forty years selecting and implementing ERP software for SMEs around the globe. The purpose of this article is not be a definitive guide, but to give you some topics to think about when you are planning your implementation. This article is a sequel to our Guide to Selecting an ERP system, published recently. Business Tips An SME Guide to Implementing an ERP System – What Could Possibly Go Wrong?
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