Role Allocation in Test Management: Pitfalls and How to Avoid Them

The importance of test management in an ERP implementation

Testing an ERP system goes beyond checking whether the system works from a technical perspective. At its core, it is about validating whether the software supports day-to-day business operations and whether different modules and interfaces work seamlessly together. This requires close collaboration between the organisation and the implementation partner, with a clear allocation of responsibilities.

In practice, however, a grey area often emerges: who is responsible for which tests? Who defines the test scenarios? And who bears final responsibility if something goes wrong? An unclear division of roles can lead to errors, delays and unexpected costs.

The role of the test manager

The test manager plays a crucial role in coordinating and steering the test process. Acting as the central link between the organisation and the implementation partner, the test manager ensures that all test activities are structured and carried out according to plan. Key responsibilities include:

• Defining the test strategy: determining which types of tests are required, how they will be executed and who is responsible for them.
• Coordinating test activities: ensuring that all tests are prepared and executed on time, with sufficient resources available.
• Monitoring progress and quality: tracking test results, identifying and escalating risks, and ensuring that critical issues are resolved in a timely manner.
• Communication and reporting: keeping stakeholders informed about test status and advising on the impact of test findings on project planning.

An effective test manager ensures that testing does not become overshadowed within the project and thus contributes directly to a successful implementation.

Common pitfalls in test management

Relying solely on the implementation partner without internal involvement

Some organisations assume that the implementation partner is fully responsible for testing. While the partner has technical expertise, only the organisation itself fully understands its specific business processes and exceptions. Without active involvement from the organisation, critical issues may only surface after go-live.

Solution: the organisation should actively participate in the test process, both during preparation and execution of user acceptance testing (UAT). Key users play a vital role here, as they have the best understanding of day-to-day processes.

One-sided focus on technical testing by the implementation partner

Implementation partners often focus on technical tests such as unit and integration testing. While these are essential, they do not guarantee that the system aligns well with the organisation’s business operations. Process flows, exceptions and realistic scenarios may remain insufficiently tested.

Solution: develop a test strategy that includes business-oriented tests alongside technical and functional testing. Let the implementation partner handle technical validation, while the organisation takes the lead in process and business testing, supported by key users.

Insufficient involvement of key users

Key users are essential for validating the ERP system in practice. Limited involvement may result in important scenarios remaining untested, increasing the risk of issues after go-live. Common causes include:

• Insufficient time alongside regular responsibilities.
• Unclear expectations regarding their role in the test process.
• Resistance to change, as the new system often requires a different way of working.

Solutions:

• Involve key users from the start of the test process and allocate sufficient time for preparing and executing test scenarios.
• Provide adequate training so they clearly understand their role and the importance of testing.

Their involvement leads to faster confidence in the system, quicker adoption and more effective use. Their feedback also helps identify and resolve process-related issues at an early stage.

Lack of mandate and late involvement of the test manager

Without sufficient mandate or management support, it becomes difficult for the test manager to coordinate and enforce testing activities effectively. If the test manager is only involved late in the project, testing is often poorly integrated into the overall project planning.

Solution: formally recognise the test manager as a full member of the project team and provide the necessary authority and resources. Involve the test manager early so that the test process is structured from the outset.

Insufficient time and resources allocated to testing

Testing is often underestimated and pushed towards the end of the project. As a result, there is frequently too little time and capacity for thorough testing. This leads to rushed test cycles, superficial checks and an increased risk of errors.

Solution: embed test management into the overall project planning. Allocate sufficient time and resources so that testing activities are treated as full-fledged project tasks from the start.

Conclusion

A successful ERP implementation requires close collaboration between the organisation and the implementation partner, with test management at its core. The system must not only function technically, but also align seamlessly with business processes and user needs.

The test manager plays a key role in this process by safeguarding the test strategy, coordinating execution and ensuring the involvement of the right stakeholders. By involving the test manager early and providing sufficient mandate, testing can be organised and executed effectively, preventing it from being treated as a secondary concern.

Finally, active involvement from the organisation, and key users in particular, is essential. By informing, training and engaging them from the outset, common pitfalls can be avoided and the chances of a smooth and successful go-live are significantly increased.