We are a midsized enterprise working on replacing our ERP system. Can anyone share an expected resource plan (a list of positions a project like this will require - either internal, external)? Would also appreciate suggestions of unbiased digital transformation companies paid to be our partner, with capabilities around project governance/management/etc. We found one company so far: thirdstage-consulting.com - any experience with them?
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<mention id="647e93e44398550001d6ba57" displayname="J. OSCAR Schmidt"></mention> Thank you. I have never heard of this split PMO strategy. That's very interesting. I'll take that to our project team.<br>We are private. We have Board, President and C-Level support.<br>The hard part for us is project governance/management. Very few of our team has been through a transformation. If so, it was many years ago.
Tim, I’m sure you’ll achieve this goal. It’s difficult, will affect every single area in the company, but at end it’ll mark a new era to your organization. I wish you success and good luck!<br>
ERPs Projects will require resources from all aspects of the business. It's important to have sponsorship from Finance and Accounting as this will help with the reporting needs. Finance usually gets hit the hardest and the benefits of better ERPS mean more reporting tools and data. Financial is always caught because they are juggling both current and new systems. You must ensure you have strong SMEs from all areas, especially in operations (depending on the business: This will require Service, Sales and Technology). You will also need teams to assess the current state process and address exceptions, This is critical. If you don't know how a process is functioning, how do you know if it will be affected? You may want to engage a few key vendors to help understand areas for improvement and PM. I've implemented a few ERPs They are not fun. I've learned to have external vendors communicate the hard truths. Here is a vendor I recommend https://pemeco.com/
<mention id="63f7bcfff2f6ae000148f75e" displayname="Rod Ali"></mention> Thank you. The project is being led by the head of supply chain since we are a manufacturing company. Head of Finance and myself (head of IT) are also in the project team. Thanks for the link to the vendor.
Sounds like you a good team of sponsors to help lead the project. My other items of advice is communication. Get out in front of the rumor mill. make sure to address the issues of the project and costs. Communicate frequently on the project status and issues. Good Luck!
We did one thing I considered very important during our ERP project. Our PMO was fifty-fifty hired by us and by the company we choose to help us in the process. As the PMO was equally paid by both sides, he turned independent and got the power and the authority to demand all the people engaged to the project, regardless of if they were an internal or external resource.
Moreover, is crucial to have the company’s board support. Starting of the CEO and all the C-level, they need to be fully committed to the project. The organization must realize that an ERP project is not an IT project, is an enterprise project. Everybody will be affected, so everybody needs to be involved.