Once an ERP solution is identified, the next biggest and most important step is of data migration, which provides for a smooth transition and future utilization of the software. Implementing an ERP can be a huge change, especially if the company is trying the software for the first time. Identifying which data are necessary for successful transition to the common software problem is very important. Most software allows the input of data but entire data shifting may burden the software. Therefore, only the necessary and most important data should be transferred to the software, and great care should be taken to ensure that the data is retrieved from the software, whenever required.

Preparing the company for the ERP implementation is at the core of all of the steps of ERP implementation and plays a vital role in the process, be it a success or failure. After detailed brainstorming between the vendor and its management, the requisite infrastructure is installed. According to Mint Jutras, 23% are unable to grow their business as quickly as they would like and believe this to be because they lack the tools they need in their current ERP system. The infrastructure on which the software will run, has to have the scope of scalability along with options to update as per the demand. Such requirement should not be limited.

ERP software is designed after a significant amount of research and according to the needs of the specific industry. In some cases, there may be no need for the customization. Implementing an ERP solution is a big investment decision by the company involving a large pool of resources, therefore, management has to continuously maintain tabs on the ERP software and maintenance schedule. During the pilot testing, management has to evaluate the realization of the value of the system against the desired value of the company. One should have a check on the system adopted by the company since its inception – so long as the company is following best practices OR it un-follows some unconventional/old methods regarding the ERP being fit-as-it-is-bought? These questions should be answered prior to customization as there is a chance that even before understanding the software, the system and making positive changes, and the need may never arise to customize the software.

After evaluation of all available options, selecting the best-suited and then training the employees, the real aspect of implementation is the project implementation itself. According to a Panorama Research study, 40% of ERP implementations cause major operational disruptions after go-live; therefore, proper implementation is imperative. The rigidity may backfire since there are a lot of time gaps between the processes of selection, evaluation and implementation. . There is also a lateral improvisation which should be incorporated. Simultaneously, the core objective should not be diluted or changed. Testing is an important phase of the implementation process, which takes care of system and user acceptance testing.

21% of ERP implementations fail to deliver significant business benefits. The reasons vary, starting with improper customization for non-optimal software utilization resulting from ill-trained personnel operating/feeding data to the solution. Training is the most important aspect of the ERP software implementation process. It ensures there are fewer issues and more success, especially when ERP is implemented for the first time in the company or when the platform is changed from one ERP solution to another. The company’s management must ensure proper vendor detailing and technological know-how to the company’s in-house IT support staff. Proper use of technology and an effective knowledge transfer, along with proper training should be considered since they are the parties responsible for the entire project’s success. Considering the consultant to be a part of the project would not only assist in a smooth and unhurdled operation, but would also reduce the time gap between the untimely glitch and the solution.

Employees of any company are accustomed to the same kind of activities performed through a defined process in their daily routine and any changes may not be easily-accepted, especially when it is something as influential as ERP and that is when Change Management becomes crucial. ERP is not a fixed asset like a computer which is purchased and set up in the company office; it’s actually a system that would change the environment and the working-style for the better, which affects not only one or two operations but all. Management should involve their employees and prepare them mentally to answer the critical questions like – Why is it important for the organization to include ERP? OR How would an ERP boost productivity? OR How would an ERP automate back-office functions and save time? A series of brainstorming sessions, updates on related developments and resolving queries would build employees’ confidence and prepare them to welcome the good change with open arms. Change is for one and all and communicating this positively to the employees will make things easier as an ERP can only provide optimal results when every employee accepts the change. Therefore, care must be taken to ensure a smooth, yet successful transition by building employee consensus and confidence.

Once the ERP solution is properly-checked and implemented, it is the time to go live. It is advisable to pursue one additional functionality test, just as a safety precaution. An ERP solution is not a one-time event, but rather a continuous process. It is something that the company has to continuously keep tabs on to avoid any aberrations or systemic glitches which could affect the ERP software functionality.