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Top 10 Key Elements to a Successful ERP System Deployment-Key Element #5

AIT’s Professional Services Group is responsible for managing the implementation of an ERP deployment, making sure the project is properly resourced and executed. Our role with clients really starts during the sales process where we gather information about the company, its requirements, and the unique problems it is trying to solve. We get an idea of the personality and culture of the company. That gives us a great head start to hit the ground running after a contract is signed. AIT has developed a list of the top 10 keys to successful ERP deployment.

Top 10 Key Elements to a Successful ERP System Deployment

Identify, designate, and support key personnel

Who are the key people on the team?It’s important to designate the proper resource internally to act as the Project Manager whose job is:

  • Track progress and accountability of each of the implementation team member’s assigned tasks to promote on-time completion with their milestones

  • Interface with the implementation partner ensuring transparency and communication on requirements, issues and risks

  • Make sure all tasks are clearly defined and the team members understand the milestones to accomplish.

  • Ensures overall project is appropriately structured and planned

  • Drives overall project plan and project direction

  • Monitors the progress of all activities to plan

  • Facilitates project meetings and steering committee meetings

  • Raises risks, issues, and project flags to Operations and/or Technical leader as well as to Engagement Managers and Project Sponsors

  • Manages weekly project status reporting to Sponsors

Another critical project team role is the Operations Leader whose role and commitment include:

  • Oversee and monitor all work stream activities daily

  • Provides progress status updates

  • Accountable for on-time completion of their operational area(s) of responsibility

  • Presents to steering committee reviews of operational area

  • Raises risks and addresses issues that will impact the project’s success

  • Promotes collaboration between operational and technical areas

We also encourage clients to designate Subject Matter Experts (SMEs) who know the intricate details of their respective areas current business processes and pain points. These SMEs don’t necessarily have to be managers, they can be employees who have good visibility into processes and are willing to champion the associated best practices transformation.

Change often includes automating previously manual processes, freeing up time to streamline the operation. If these resources are critical for day-to-day functions – plan for alternative coverage. Your company’s leadership team needs to support best practices transformation resulting from these employees’ efforts.

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