The implementation of your business software can be complex since it affects business processes across the entire organization. One of the biggest implementation challenges is getting users and functional groups to change their ways in order to work with the new solution.
Driving this change requires strong project management and backing from senior leadership. To develop the new system, the organization needs a committed project team that represents all users of the platform. This ensures the software will support the needs and business processes of all departments across the company.
What are the business software implementation challenges?
Business software implementation involves people as well as technology. Accordingly, it may face people-related challenges, such as resistance to change, as well as technical obstacles. Common implementation challenges include:
Such implementations entail multiple phases: discovery and planning, design, development, data migration, testing, deployment, support, and post-launch updates. Each phase brings critical tasks, and all elements need to stay on track, which requires meticulous project management.
Additionally, successful implementations require participation from all the groups that will be involved in developing and using the system. That can be incredibly challenging because each department is juggling its project responsibilities with multiple other priorities.
Strong project and people management, which includes setting realistic expectations, timeframes and milestones, along with timely two-way communication, is critical to success. As with change management, backing from executives and other top leaders is essential to conquering this challenge, as well.
Organizations often underestimate the time and budget necessary for a successful implementation.One of the most common causes of budget overruns is scope creep—when a business adds capabilities or features to the system that weren’t part of the original plan—and another is underestimating staffing needs, according to Statista.
Developing a clear and realistic plan from the start can help to avoid those issues. A realistic project plan that acknowledges possible speed bumps and minor cost overruns and addresses them in advance will simplify that decision-making process and keep the project on track.
One of the key advantages of ERP is that it provides a single, accurate source of data for the whole organization. A key step in ERP implementation is data migration, which typically involves moving data from multiple older systems into the ERP database. But first, you have to find all of your data.
This may be much more challenging than you expect. The information may be spread far and wide across the organization, buried in accounting systems, department-specific applications, spreadsheets and perhaps on paper.
Well-planned data migration can help to keep the entire implementation project on time and on budget. It’s also an opportunity to winnow out obsolete and redundant data lurking in the organization’s older systems. In contrast, under-prioritizing data migration can cause issues such as inaccurate or duplicate data and challenges to your go-live date.
Once the organization has located all data sources, it can start thinking about migrating it to the system. But that may involve a serious data hygiene exercise. Because multiple departments interact with the same customers, products and orders, organizations often have duplicate versions of the same information in their systems.
The information may be stored in different formats; there may be inconsistencies, like in addresses or name spellings; some information may be inaccurate; and it may include obsolete information such as customers or suppliers that have since gone out of business.
Ensuring data quality can become a sizable project on its own, involving validating the data, cleaning out duplicates and adding missing values before migrating data to the ERP system. The new data should also be thoroughly tested before going live with the ERP system. Make sure your team understands the importance of cleaning up data, and assign clear responsibilities in doing so. For example, the accounting team will handle all financial data and the customer service group will clean up customer data.
An implementation involves more than just switching to a new software system. It typically means overhauling business processes to take advantage of the efficiency and productivity improvements possible with the new solution. This requires a shift in mindset and a change in everyday work processes for many employees, which presents typical change management challenges.
Resistance to change can be a formidable roadblock; getting buy-in from leadership and stakeholders across departments very early in the implementation process is crucial to a successful implementation. Communicate the features and advantages of the new ERP to all stakeholders throughout the implementation process, especially end users on the front lines. And make sure all users receive comprehensive training and support to help smooth their paths to adoption of the system.
ERP projects are infamous for sailing past budgets after the implementation kicks off. Many organizations underestimate the amount of work required to move to a new business system, and that results in spending more money than expected.These cost overruns often show up in a few different areas.
When internal resources run low, businesses frequently use a software vendor’s services team or third-party consultants more than planned. This is especially true if the solution requires significant customization to meet your company’s needs.
Training costs are one other expense to consider—ERP vendors often offer free basic training to customers, but you may need to pay for additional training hours or classes during or after the implementation.
To avoid blowing up the budget, companies should consider these and other overlooked expenses, and budget more than they think for them. Coming in under budget is always preferable to the alternative.
An ERP implementation is not a one-off effort that ends when the new system goes live. The solution must continue to evolve to support new business demands and technology. The project team needs to continue to manage the project after deployment, fixing issues and supporting new requirements as they come up.
Once implemented, businesses often use ERP systems for more than a decade, so it’s imperative to perform a periodic review to assess whether the system is still meeting the organization’s needs. Older on-premises systems can be harder to upgrade than leading cloud-based systems, which automatically make new features and innovations available to users.
An outdated ERP system can begin to hinder the business, so it’s worth periodically assessing whether it’s better to stay with the current system or begin the extensive project of finding a replacement.