Scribd
Upload
49 views6 pages

ERP Stands For Enterprise Resource and Planning

An ERP system allows an organization to manage business processes through integrated applications that access a centralized database in real-time. It implements a centralized database that can be accessed by various departments, eliminating data inconsistency and duplication. This leads to increased productivity, reduced costs, and optimized use of resources. Access to real-time data across departments also improves customer service.

Uploaded by

Bhupendra Mish
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
49 views6 pages

ERP Stands For Enterprise Resource and Planning

An ERP system allows an organization to manage business processes through integrated applications that access a centralized database in real-time. It implements a centralized database that can be accessed by various departments, eliminating data inconsistency and duplication. This leads to increased productivity, reduced costs, and optimized use of resources. Access to real-time data across departments also improves customer service.

Uploaded by

Bhupendra Mish
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
You are on page 1/ 6

ERP stands for Enterprise Resource and Planning.

ERPs
are business management software that allows an organization
to use a system of integrated applications to manage business
processes in real-time, mediated by software and technology.za

Phase I: Project Development


Once an ERP solution has been selected, the first phase of the implementation begins. The
customer defines the team members who will be involved and responsible for a successful
project. Likewise, your ERP vendor defines their role. This can vary widely from one
company to the next, depending on the level of support required.

Part of this phase in your ERP implementation project plan also includes network/hardware
requirements and installation–unless you’ve chosen a cloud-based SaaS model ERP such
as Infor CloudSuite Industrial.

The implementation planning meeting takes place, led by the ERP vendor and including the
core members of the customer’s team. This meeting should review the plan, along with
expectations, scope, and timeline discussions.  After the meeting, the vendor puts together
an ERP implementation project plan for the execution of the solution.
Related: Infor ERP: Everything You Need to Know

Phase II: Data Conversion and Loading


Every company implementing ERP software has an existing system. While some think they
have no current system, they certainly do. It could be spreadsheets and manilla folders in
file cabinets–that IS a system!  Not a good one, but that’s why we’re here.

In phase II, we begin the process of gathering critical data from the existing system, and
then scrubbing and cleaning that data, so it’s formatted in a manner that allows it to be
loaded into your new ERP software. There are many data records we can add, but typically
the minimums are customers, vendors, and parts (both finished goods and raw materials).
Ancillary data related to these three main categories is also included, such as contacts, bill
to/remit to/ship to addresses, vendor pricing, customer pricing, bills of materials, etc. 

Data cleansing and migration is one of the most underestimated tasks of an ERP
implementation plan, from a time commitment standpoint. But the good news is we don’t
need to wait for the completion of phase II before beginning phase III.

Phase III: Procedural Development


When discussing an ERP implementation timeline, this is the phase that will undoubtedly
contain the most discussion and debate for how long the implementation should take.

In this phase, both the customer and ERP vendor teams will define the current policies and
procedures in order to develop the roadmap for the new policies and procedures. Required
documentation and reporting will also be part of this phase.

Building out the database to meet the new requirements, and initial simulation of the new
processes through the individual departments takes place. Once the new procedures are
proven and accepted, they will be documented and approved.

In phase III of the ERP implementation plan, end-user training begins. Until this point, the
core implementation team has been developing and proving out the new processes. Now
it’s time to involve all other users in the system. End users may bring up weaknesses in the
processes that may have been overlooked by the core implementation team. This is very
normal.

All necessary report modifications and requirements have been met, or delegated if not
necessary to move to the next phase.

Phase IV: Implementation Preparation


At this point, the new processes are in good shape, end-user training is complete, and new
procedures are documented. Now it’s time for everyone to demonstrate they can
successfully use the ERP system. Bring on the conference room pilot (or dress rehearsal). 
Take several examples of typical orders and run them through the new solution from
beginning to end. This includes pulling in different users along the way to do their part–and
prove they know how to do it with little or no assistance.  If users get stuck, they should
refer to their procedural documentation.

After the pilot, determine if you can go live on schedule or not. Were significant issues found
during the pilot that can’t be addressed in a timely manner to keep the go-live date? Do the
end users need more training than planned for? More training is always needed, but it
should be minimal and not impact the timeline.

Schedule another pilot if necessary. If procedures were found to be inaccurate or


incomplete, they should be updated and republished.

Phase V: Go-Live
With all the pieces in place and pilot runs completed, it’s time to turn the new ERP solution
on and start using it. Just a few more details before go-live day…

Now it’s time to load dynamic data. This is the data that changes and is transaction based,
such as open WIP, inventory, customer orders, purchase orders, accounts receivable,
accounts payable, trial balances, etc. Loading dynamic data is usually a two to five-day task
prior to the go-live date, which should be an accounting period start day. Opening balances
in the new ERP should match closing balances in the current system.

Celebrate! Months of hard work have finally materialized. Take a moment to reflect upon the
triumphs and tribulations along the way. But don’t bask for too long–now the real work
begins!

Related: How ERP Customization Can Lead to Major Issues

Phase VI: Post Go-Live


ERP implementation success should be measured in years–not days, weeks, or months.
Anyone can be successful immediately after going live on a new solution. The true measure
of achievement is how well the processes hold up over the years and withstand inevitable
changes, such as employee turnover, business expansion and mergers, and other
potentially unsettling events.

As I stated earlier, there’s no perfect ERP implementation plan template. Running daily,
weekly, and monthly status reports to validate that the correct procedures are being
followed is crucial to the continued success realized at the go-live time. Checking that your
processes are still valid as time goes on and your business changes should be an ongoing
effort.
ERP system centralized database

 data maintained in a centralized database management system and shared with


various departments
 access to real-time data of other departments
 eliminates inconsistency and duplication of data
 increase productivity, reduce cost, and makes optimum use of resources
 better informed CRM team leads to improved customer service

You might also like