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Lessons learnt from ERP Implementation

After my two successful implementations I thought of try and pen down my take on few lessons which I have learned during an ERP Implementation   


1) The more detailed your testing and training efforts are, the better the final outcome. It is best to take a few typical organizational units that would cover over 80% of the types of transactions you have and do a thorough test before jumping in to the organization-wide implementation.

2) The creation of Mapping tables is critical to ensure data consistency. A lot of effort needs to go here.

3) There needs to be a lot of communication and these needs to start very early. There will be plenty of resistance to change (surprise!) The objective is to overcome people’s fears and give them information and training in advance to get their buy in.

4) All levels of Management need to have the same objective – i.e. successful implementation. If one does an Accounting only implementation, there will be no participation from Management – the result will be sub-standard.

5) Clear directions on transition to the new system. How will one handle incomplete transactions in the old system? What is the cut off? What history will be carried to the new system?

6) On line – web-based help for various processes. Training needs to be a mix of class room, on-line (web based) and help info if one gets stuck.

7) Minimize the customization as far as possible – that will mean complications when you go to the next version.

8) Look at reports carefully. What reports are essential? Can these be downloaded to excel? Can you get PDF reports? Make sure that these are catered for. This is usually a big frustration for people learning/using a new system – the reports do not give the information required.

9) Depending on who will support the application, we need to ensure that there is a long enough transition from the people who implement / configure the system to the people who will support / maintain the system. Many times, the implementation is done by consultants (highly-paid of course), who vanish after the implementation is done leaving a big knowledge gap.

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  • Excellent points.
    If someone’s starting new implmentation, this might very helpful.

    I had really tough time especially cleansing dup. customer/vendors … and training.

  • 1.I have put up two decades of experience in IT out of which one decade on SAP, before implementation we need to discuss with Top management how much man hours they can spend on knowing the ERP, based on that ‘ sharing the knowledge is must.
    2.End user always should have the knowledge what toool  he is going to use, just like usrmannuals for electronic gadgets and automobiles’ once you accustom with the ERP need to know the latest modifications.
    3.WE alwyas read the quote ” Handle with Care ” for any new Glass ware , just like that The management alwyas carefull when they are implenting any new tool they should handle their mangement members carefully.
    4.There should be always knowledge sharing while on following stages
    A.) pre implentation
    B.) During Implementation
    C.) Post implementation
    We will discuss once system goes on…
  • Congrats for your first post! Let more of them keep coming. I am totally in agreement with most of the points. However, for me the most important has been 4th point.


  • Good blog!
    I am sure you will agree that another important point is to define and control the scope of the project. If you keep on adding or changing the business blueprint document, after it has been signed-off, the project can go haywire!

  • I think a dedicated internal team from the company is also a key to implementation!

    Consultant’s SAP + Domain knowledge will gel into the company’s process only when they can have someone to translate and put down what they want.

  • Hi,
    It is a good start.
    As far as my experience is concerned, the most important thing in an SAP implementation is to have a really good consultant who has the knowledge of it.
    Due to lack of information (may be knowledge) a wrong solution got implemented for a certain business requirement. Like a business requirement calls for a new Z-report and the consultant prepared the FS and all, the same was developed with hell lot of labour from both sides (funct. and tech.);but after a period of 6 months the consultant came to know that the requirement could have been fullfilled by just copying an existing standard report and inserting few new fields. There are so many other examples!!

    Hope this blog with come out with much more in future. Please keep continue…