Once the ERP and implementation partner are selected, the effort to turn the metaphorical cruise ship starts. For customers, planning generally includes setting up project teams, helping to define system requirements for the implementation partner, and working with them on the implementation strategy.
Customers will create an implementation team and establish a chain of command and communication preferences internally and with the implementation partner. It is also helpful to develop an issue escalation process and perform a gap analysis.
Confirming these aspects helps make it easier to remain transparent throughout the implementation. The last thing anyone wants is internal turmoil before the implementation and training process starts.
Why it’s also important for the ERP implementation partner
Partners go through a similar process compared to customers, but there is an added emphasis on understanding system requirements and finalizing the implementation strategy. Implementation teams will be built with people who have industry-specific or product-specific experience, and these folks will take the lead throughout the planning and execution stages.
Regardless of the implementation strategy, if it is a phased rollout, hybrid, parallel adoption, etc. the common denominators should be transparency and communication.
Planning is also when partners can establish a baseline of transparency with the customer. Ideally, there are options for customers to have greater visibility if desired. This builds mutual trust and accountability.
For example, the SuiteCentric team engages in regular check-in calls with customers, and we utilize SmartSheet, Jira, and kanban boards to provide visibility into project status. This combination offers passive and active channels for monitoring the status of projects.
Our approach to communication includes regular calls and emails, Slack channels, assigned project managers, and mutually agreed upon issue escalation procedures.