How Can Your Organisation Succeed in an ERP Implementation?

The key lies in a strong project approach and the right guidance. While many ERP implementations are technically sound, they often run into organisational challenges, especially in large-scale projects that connect multiple departments and systems.

What makes ERP so challenging?

An ERP project is not just about software. It is a strategic journey that often takes more than a year. From preparation to the actual go-live and aftercare, numerous decisions must be made that affect the entire organisation.

A phased approach is often necessary to limit risks. However, this phasing requires additional attention to aspects such as data migration, temporary integrations, test environments and release planning. Making the right choices at the right time is essential to maintain control over timing, scope and budget.

How do you stay in control of scope, budget and timing?

The triangle of scope, budget and timing is a well-known principle in project management. In ERP projects, however, this triangle rarely remains stable without active coordination.

Your organisation is usually responsible for critical workstreams such as test management, data migration, training and preparing the final transition to the new system. Roles such as key users and product owners are filled internally, often by employees who are taking on these responsibilities for the first time.

And this is where many projects run into difficulties. A great deal is expected from the internal organisation, while complexity and time pressure are high.

Why external guidance pays off

An external partner who guides your organisation throughout the entire journey can make a real difference. Not by taking over the project, but by strengthening it where needed.

At Moore, we support organisations as programme or project manager before and during ERP implementations. We also offer specific expertise in areas such as solution and partner selection, test management, data migration and process management. In these roles, we guide you through the entire implementation and coordinate collaboration between all key stakeholders.

We speak the language of both your business and the ERP implementation partner, ensuring that everyone remains aligned with the agreed project milestones. We coach employees in their project roles, critically challenge the approach where necessary and anticipate bottlenecks before they have an impact.

What can you expect from this guidance?

The content of our support and the areas we focus on may differ from one client to another, depending on the context, timing and the organisation’s project maturity to manage such end-to-end trajectories.

This may include:

• Alignment of process architecture and (digital) application architecture
• Support in IT governance
• Design of the test approach and coordination of test and validation cycles
• Preparation and follow-up of migration scenarios
• Development of well-considered cut-over playbooks
• Alignment of release management in relation to project phasing and across environments
• Support in setting up training structures
• Go-live and hypercare governance

In addition, we monitor interdependencies and ensure that clear decisions are taken at the appropriate level. Even in the event of delays or unexpected obstacles, we help adjust the plan so that you retain oversight and control over costs.

ERP is not an IT story, it is an organisational story

An ERP implementation affects every layer of your company. Its success depends not only on technology, but above all on people, processes and collaboration.

With the right guidance, this complex story becomes manageable. Your organisation can then grow towards a new, more efficient way of working, step by step and at its own pace.