ERP implementations come with complexities, particularly in aligning the organisation’s operations with a new system. Therefore, close collaboration with your software supplier is essential to minimise disruption and ensure a smooth transition. An experienced team of consultants and implementation managers should oversee the process to keep it well-coordinated and on track.

Implementation approach

For an ERP solution to be effective, it must align seamlessly with your organisation’s processes and goals. A structured implementation process is crucial. The first step is assessing business processes to ensure they meet current and future needs while making the most of the software’s capabilities. Once this assessment is complete, a detailed implementation plan should be created in collaboration with the software supplier, specifying key milestones and delivery dates.

A dedicated expert should be appointed to oversee the implementation. Transparent communication is key, and using a structured ticketing system (e.g. Jira) ensures all parties remain informed throughout the process.

Implementation team

A successful implementation requires a multidisciplinary team with in-depth knowledge of your organisation’s processes. This team will work closely with the software supplier’s implementation specialists. Regular meetings between both teams ensure continuous alignment.

The software supplier assigns an implementation manager as the primary contact person throughout and after the process. Other specialists, including configuration experts, front office specialists, financial process consultants, and technical support staff, are involved as needed, depending on the level of customisation required.

The process begins with the configuration phase, where specialists from both teams collaborate closely. Once configuration is completed, the focus shifts to testing, training, and ensuring operational readiness.

Design phase

A well-structured design phase is essential for a smooth implementation. The key benefits include:

• A thorough assessment of the software’s capabilities
• Documentation of current (‘IST’) and required (‘SOLL’) business processes to conduct a gap analysis
• Identification of any critical software developments
• A strong foundation for implementation, ensuring:
  • Familiarity with the supplier’s software
  • A clear understanding of business processes
  • Well-established collaboration between teams
  • A defined implementation scope and plan

Additionally, the design phase allows for the identification of future improvements that are not critical for go-live, such as:

• New reseller integrations
• Revenue management tools
• Marketing system interfaces

Training and support

Training is essential for a successful transition. The software supplier should organise training sessions for the implementation team and, where necessary, for other staff members. These sessions should cover:

• How to use specific modules
• System operation after feature enhancements
• Best practices for system management

Training can be conducted on-site, at the supplier’s location, or online. Ensuring continued access to training materials and post-implementation support is key to maximising the system’s potential.

Implementation timeline

The implementation of an ERP system requires time, planning, and attention to detail. A minimum lead time of six months is recommended for a well-coordinated transition. Depending on the organisation’s complexity and the required features, implementation may take up to 18 months. The timeline depends on:

• The organisation’s size and operational complexity
• New feature development requirements
• Integration with internal and external systems
• Resource availability for implementation tasks

Ten tips for a smooth implementation

1. Assemble an expert implementation team with in-depth knowledge of business processes.
2. Ensure team members have sufficient availability for implementation tasks. Reallocate their other duties where possible.
3. Conduct a thorough inventory of current business processes.
4. Assess the need for new features and integrations.
5. Gather configuration data in advance to create a structured system setup.
6. Focus on one implementation aspect at a time to maintain clarity and efficiency.
7. Regularly check the Jira ticket system for any actions requiring your input to prevent delays.
8. Attend meetings and group calls consistently to stay informed.
9. Use real data (e.g. test bookings) to validate system configurations and detect potential issues before go-live.
10. Set a realistic go-live date based on a thorough assessment of implementation progress.

Conclusion

A well-planned ERP implementation ensures minimal disruption and maximises efficiency. By involving key stakeholders, maintaining clear communication, and leveraging expert guidance, organisations can achieve a seamless transition to a new system, driving operational excellence and long-term growth.