ERP Project Plan Example

ERP Implementation Approach

Before deciding to move forward with an Enterprise Resource Planning (ERP) software implementation, many organizations want to understand what the key steps are and how they
would approach such a program. The image below shows the steps and a high level plan typical for an ERP program. This plan assumes that the ERP software tender process has been
concluded, and the software vendor has been chosen.

The implementation plan and timelines will vary for every organization. These variations can be based on the scope of the program, the size of your organization, business specific
deadlines – such as financial year end, and even how well you have responded to change in the past.

Requirements & Development & Post

Planning Implementation
Design Testing Implementation

• Identify the program team
• Develop and agree the
business case for the ERP
implementation
• Develop the program
charter
• Develop and agree the
Example activities
• Requirements workshops
• Agree in scope business
processes
• Data identification
• Identify affected teams /
individuals
• Confirm technical
• Software development
• Integrations development
• Systems testing
• Business process workshops
• User Acceptance Testing
(UAT)
• Training
• Data migration
• Business Readiness Checklist
complete
• Agree support structure
• System deployment
• Go Live Checklist
• Go Live
• Hypercare
• Post Go Live Support
• Lessons learnt
• Program closure
• Transition to Business as Usual
(BAU)

program plan requirements • User support

• Hold the program
mobilization meeting
• Confirm requirements documentation
documentation
• Identify data requirements
• Identify integrations (if
required)

Change Management

program Management
ERP Implementation Approach Planning
When undertaking an Enterprise Resource Planning (ERP) program the importance of the ‘Planning’ stage should not be underestimated. Investing time in
planning can be fundamental to the success of the program. Planning ensures that the activities required are identified and understood, realistic timelines
are developed and any dependencies are identified. A clear plan is also an important method of communication for both the program team and the
organization.
Key activities
• Develop the program charter - this should be drafted,
reviewed and signed off by the senior stakeholders within
the organization
• Develop the business case – similar to the Charter, this
should also be drafted, reviewed and signed off. The costs
and benefits can then be incorporated into financial planning
Planning
• Identify the core program team – this may include both
internal and external resources
• Hold a program mobilization / kick off meeting- introducing
the program and its objectives to the team
• Develop the program plan – the plan should be developed by
the program team, using input from the business and
accounting for business specific milestones
• Identify workstream leads and other resources
• Agree roles and responsibilities – ensuring individuals
understand what they are responsible for producing
Requirements &
Design
Development &
Testing
Implementation
Post
Implementation
Key deliverables
• Program Charter – the Charter provides an overview of the
program, its objectives, who is going to involved and a high
level timeline
• Business case – the business case provides an overview of
the costs of the program, including both implementation and
ongoing costs (such as licenses and maintenance). It should
also document the expected benefits, or return on
investment (ROI) for the ERP software.
• Program plan – showing the workstreams, tasks, milestones
and dependencies and the duration of the progra
• Release plan – documenting how the software will be
deployed across business units or locations
• RACI Matrix (Responsible, Accountable, Consulted, Informed)
– the RACI should document the tasks and deliverables and
who is responsible for each
ERP Implementation Approach Planning
Requirements &
Design
Development &
Testing
Implementation
Post
Implementation

Following the Planning stage of an ERP implementation, the next stage of the plan is ‘Requirements & Design’. The focus of this phase is to engage the
business, ensure the design of the ERP software meets the needs of the business and identify how the current way the business operates will be affected.
This will enable further detail to be added to the plan.

Key activities Key deliverables

• Hold requirements workshops – the requirements for the • Updated Requirements documentation
ERP software should have been developed before a vendor is • In scope business processes and RACI documented
selected. At this stage the requirements workshops will be • As-Is Business Processes – current process maps will be
Requirements & Design

delving further into the detail of the requirements sourced

• Agree in scope business processes – using the requirements,
the affected business processes will be identified
• Data identification – agreeing the data impacted by the
software and the data which will be moved to the new
system
• Identify affected teams / individuals – those who will use or
be impacted by the ERP
• Confirm technical requirements – these will have been
documented previously but should be updated and
confirmed
• Identify integrations (if required) between the new ERP and
existing systems which the organization uses that will need
to ‘talk’ to each other
• Data migration strategy – detailing the existing data which is
impacted by the new software, the data which needs to be
migrated to the new ERP and any data flows between
existing applications
• Integration strategy – where the ERP needs to integrate with
existing software, the strategy should detail who si
responsible for developing and testing the integrations, how
data flows and specific
• Technical specification
• Use Cases – knowing which processes are affected and the
functionality of the new system, Use Cases will be defined to
allow testing of the new processes
• Updated program plan
ERP Implementation Approach Planning
During Development and Testing, the system is being built and customized (if your organization has chosen customizations). Data is being imported and the
system is tested and then rolled out to a group of Users who can also test it based on business processes. During this phase other key activities to get the
business ready for go live are also undertaken, such as training those who have been identified as impacted by the system, updating process documents and
policies and continuing change management.
Key activities
• Software development – developing the software in line with
the technical specifications which have been signed off
• Integrations development – development of any interfaces
Development & Testing
needed between the ERP software and existing applications
• Data load – sample or dummy data may be loaded into the
system to enable testing to be completed
• Systems testing – testing the functionality of the system
• Business process workshops – sessions to walk through the
new processes and/or understand how existing processes
need to be adapted for the new system
• User Acceptance Testing (UAT) – Users within the
organization test the system based on defined business
scenarios or ‘Use Cases’
• Training - on the new system and new processes
• User support documentation – developing documentation
which will support new users to use the ERP software
Requirements &
Design
Development &
Testing
Implementation
Post
Implementation
Key deliverables
• Updated technical specifications – specifications may be
updated as the Development progresses
• ‘To Be’ business processes – process documentation is
updated or new processes are defined
• Updated role descriptions – those impacted by the system
may need to have updated job descriptions
• Testing scripts / Use Cases – scripts for testing will define the
functionality which should be tested
• UAT sign off documentation – onec UAT is complete, a formal
sign off will need to be given
• Training guides – Training guides will be focused on the
individuals and teams impacted by the new software
• User guides – User guides which depict how the new system
will work
ERP Implementation Approach Planning
Requirements &
Design
Development Implementation
Post
Implementation

‘Implementation’ can be both a rewarding and hugely stressful time within an ERP implementation, regardless of whether everything has gone to plan in the
program to date. As the system is almost ready, any final data loads will take place and the data will be validated. At this point much of the work of the last
months will come together and the team must make the decision to make the new ERP software live. Whether this happens in a phased approach, or one
‘big bang’ will be dependent on the release plan which was agreed at the outset of the program.

Key activities Key deliverables

• Undertake the data migration, moving data from existing
systems into the new ERP software
• Business Readiness Checklist – define the business readiness
checklist and agree it with the business sponsors and
workstream leads. This checklist must be complete and
Implementation
• Data migration sign off – the data will be validated and
signed off formally
• Business Readiness checklist – documenting the business
activities and requirements which must be complete before
go live

signed off before go live can happen
• Agree support structure – who will be responsible for
supporting the software in the days, weeks and months port
go live
• Cutover – there may be a period of dual running between
previous and new software
• Go Live Checklist – the checklist which combines and
confirms both business and technical readiness before go live
• Formal go live governance procedures
• System deployment – deploy the system into ‘live’
• Go Live
• Cutover approach – a documenting detailing the cutover
approach (if required) including who will be responsible for
the systems, which processes will dual run, the anticipated
timelines
• Go Live support plan – detailing timelines and roles in
relation to support
• Go Live checklist – the technical and business requirements
which must be fulfilled before go live
ERP Implementation Approach Planning
Many organizations see ‘Go Live’ as the ultimate goal in an ERP implementation. However, it is actually the weeks and months following Go Live which truly
show whether the program has been a success. Post Implementation the program will continue, identifying and resolving issues which are preventing usage
of the new system, tracking benefits, and ensuring the system is ready to move to a steady state.
Key activities
• Hypercare – an intense period of support provided by the
software provider / implementation partner to resolve post
go live challenges
Post Implementation
• Post Go Live Support – any additional support packages will
continue
• Hold a Lessons learnt workshop, involving key team
members to identify what worked well and what could have
been improved and provide feedback
• Program closure – formally close the program
• Undertake / set up benefits tracking
• Transition to Business as Usual (BAU)
Requirements &
Design
Development Implementation
Post
Implementation
Key deliverables
• Post Implementation Issues Tracker – a log of all the issues,
feedback and changes which may be required to the new ERP
software in order to increase usability and / or functionality
• Lessons Learnt – a document populated by the program
team which captures the positive and negative aspets of the
program and learnings which can be used the business in the
future to help future programs be more successful
• Program Closure Report – this report will signal the formal
closure of the program
• Benefits tracker – the benefits tracker will formally identify
the benefits which were outlined in the business case and
track their realization. The benefits can be both financial and
non-financial
 Change Management
ERP Implementation Approach
Program Management

Research has shown that 70% of change programs fail due to employee resistance and/or lack of management support. Change Management is therefore
one of the most important aspects of an ERP implementation. Investing in Change Management from the outset and continuing to invest as the program
progresses will have a significant impact on the long term success of the ERP implementation.

Key activities Key deliverables

• Develop the ‘Vision for Change’, this should establish the
rationale for the program and become the key thread which
is used to communicate to the business why the new ERP
software is being implemented
Change Management
• Vision for Change
• Communications Plan
• Communications – the communications which the program
chooses to put out will var dependent on the organization

• Communications Plan – the plan for how the program will
communicate with the business, using existing and new
comms channels
• Technical and Process workshops – the change team will be
involved in both technical and process workshops in order to
develop a greater understanding of the systems functionality
and how it will impact individuals and teams
• Training approach – based on the knowledge the team
builds, the training plan will be developed and will take into
account the different needs of user groups
but may include; newsletters, emails, blogs and vlogs,
posters, video calls, ‘town halls’ and portal updates
• Change Impact Assessment – a document which identifies
how individuals and teams will be impacted by the program
• Training Needs Assessment – a document which identifies
who across the organization needs to be trained and on
which (if not all) modules
• Training Approach – the approach which will be taken to
training the different user groups. This may include different
forms, durations and mediums for training
• Change Readiness Assessment – reviewing whether the
business is ready for the system go live
 Change Management
ERP Implementation Approach
Program Management

Many organizations see ‘Go Live’ as the ultimate goal in an ERP implementation. However, it is actually the weeks and months following Go Live which truly
show whether the program has been a success. Post Implementation the program must continue, identifying and resolving issues which are preventing
usage of the new system, tracking benefits, and ensuring the system is ready to move to a steady state.

Key activities Key deliverables

• Develop the structure for the program – how will the • Program plan – the baselined program plan which clearly
program work and be managed documents the key tasks and milestones
• Define the governance routines and requirements – • RAID log – a log which manages theRisks, Assumptions,
Program Management

governance will focus on monitoring progress against the
plan, identifying and resolving risks and issues and escalating
problems to senior stakeholders
• Develop and manage the standard documentation for the
program – such as the key deliverables to the right
• Undertake governance – managing forums such as the
steering committee and workstream progress meetings
Issues and Dependencies. Identifying ownership and action
and defining the date by which action must be taken
• Program status report – a weekly, fortnightly or monthly
report which summarizes the programs progress.
• Workstream status report - a weekly, fortnightly or monthly
report which summarizes the workstreams progress.
• Change log / change request form – the formal mechanism
which documents and seeks agreement to changes to the
plan, scope, time, or quality which the program had initially
agreed
• Resource plan – detailing the resources to be used by the
program and duration / time commitment