If system implementation fails, the cost of software and project becomes a loss to the client, or the client is saddled with inefficient system for years. This situation is avoidable

Business systems including accounting and operational systems have evolved over the years to suit the ever-changing business environment. To be efficient, businesses are constantly improving and upgrading their systems.

As part of the process of implementing ERP, the client would have to set up a project team drawn from various functional areas of the organisation to work with the ERP technical or IT implementation personnel. The technical ERP implementation staff are third-party staff, assigned by the ERP provider to implement the software for the client. Experience shows that these technical personnel are usually in a hurry to finish up and take their fees. Again, change-orders can results in higher implementation cost if implementation is not planned properly. Further, the client assumes a burden if the project is rushed, or its own project teams fail to appreciate the scope of the project and plan the implementation properly to ensure the technical staff deliver a workable solution.

If implementation fails, the cost of software and project becomes a loss to the client, or the client is saddled with inefficient system for years. It is therefore management’s responsibility to efficient instal software. To avoid a failed implementation, the following questions must be answered:

1. Does management see the implementation more important than even the acquisition of the software itself?
2. Is management concerned about a redundant ERP after implementation
3. Is change order and its attendant cost avoidable through the assignment of experienced and competent resources?
4. Are the internal staff experienced and knowledgeable enough to help deliver an efficient ERP?
5. Can the role of accounting and admin team on the ERP project be outsourced for effectiveness?

As previous industry practitioners, business executives, super users of multiple ERPs and accounting and finance project team leads on ERP implementations, we understand client needs and provide a two-prong approach to providing advisory services in this space.

• Advising client through a process of system user engagement on available ERP options suitable to client business needs.
• Providing experienced resources to join client ERP implementation project team through the phases of selection, user engagement, implementation, training and post-implementation issues resolution.

We seek to free our clients from allocating staff, resources and time to business functions that is outside their core functions so that they can focus on their ‘genius’ zone for optimum output; allowing focus on core client business and also save management the stress of using executive time to researching for suitable ERP.