ERP Implementation
No executive sponsor. No internal owner with time freed up. Scope agreed verbally in a workshop. Dirty data found in month five. Training cut to protect the budget.
Why It Matters
No executive sponsor, so nobody can force a decision between two departments. No internal owner with time freed up, so every question waits a week. Scope agreed verbally in a workshop and remembered differently by both sides.
A phased rollout puts a working system in front of people early. They learn it on real transactions, the second phase lands faster because the team already knows the product, and a problem in phase one is contained to phase one.
Process walkthroughs on the floor, a written scope with phase boundaries, and a signed decision on phased or big bang.
Current state recorded as it runs, future state agreed, and every gap marked as standard, configure or change the business.
Configuration and integrations in sprints with a demo at the end of each, while data extraction and cleansing run in parallel.
Department-led acceptance testing on migrated data, role-based training on the same system, and a written sign-off per team.
A rehearsed runbook, a rollback position, go-live on a readiness decision, then daily support through the first month-end close.
Current and future state flows per department, with every deviation from standard justified in writing and priced.
Accounts, taxes, approvals, warehouses, pricing and access rights set to the signed design and tested against it.
Masters cleaned and de-duplicated, opening balances loaded, and a trial balance and stock position that tie back to the old system.
Test scripts per department in your own language, run by your own people, with a signed acceptance record for each team.
An hour-by-hour plan with owners, a full dress rehearsal, a defined rollback position and a documented go or no-go gate.
Role-based sessions on your own data, written guides per job, and a support runbook so your team is not dependent on us.
The strongest predictor of success is whether you free up your strongest people, not which software you chose. We say that before you sign.
Extraction and cleansing begin at kick-off, because data is the workstream that quietly eats the schedule on every project.
A steering group with a standing slot, change control with a price attached, and a named decision maker per workstream.
Each department puts its own real transactions through end to end and signs. We do not demonstrate the software and call it testing.
A written runbook, at least one full dress rehearsal, and a rollback position agreed before anyone commits to a date.
We deliver on ERPNext, Odoo and SAP, so we have no reason to push you towards the one that bills the most.
A mid-market single-entity rollout usually runs 3 to 9 months from kick-off to go-live. Tier-one multi-entity programmes with several legal entities, multiple countries and heavy integration run 9 to 18 months. The variable is rarely the software. It is how quickly your team can make decisions, how dirty the data turns out to be, and whether your key users are genuinely freed up to work on the project.
Four things drive it: the number of processes in scope, the number of legal entities and locations, how many integrations have to be built, and how much data has to be cleaned and moved. Licences are usually the smaller half of the bill. If a quote looks cheap, check whether data migration, integration and training sit inside the price or are parked in the assumptions, because that is where budgets get quietly rebuilt later.
Phased is right for most organisations. You put a working system in front of people, they learn it on real work, and the next phase lands faster because the team already knows the product. Big bang is justified mainly when running old and new side by side would need temporary integration that costs more than the risk it removes, which happens when finance and operations are one tight loop. If you choose big bang, budget for a longer transaction freeze and a bigger hypercare team.
Plan for roughly a day a week from each key user through the build, and more than that during testing and cutover. A named internal project owner with real time freed up is not optional on anything above a small single-entity rollout. This is the number clients underestimate most. The strongest predictor of a successful ERP project is whether the client releases their strongest people to it, not which software was chosen.
We move it. Go-live is a readiness decision, not a calendar decision. We hold a formal go or no-go with the steering group against criteria agreed in advance: user acceptance testing signed off per department, data reconciled to the old system, cutover rehearsed at least once, and support cover rostered. Slipping four weeks is far cheaper than recovering a bad cutover, and we will say so even when the date came from your board.
Through written change control, with a cost and a date impact attached to every request. Anything raised after scope sign-off goes to the steering group with an estimate, and they decide whether it goes in now, moves to phase two, or is dropped. Nothing is agreed verbally in a workshop. A good number of requests quietly disappear once the price is visible, which is exactly what the process is there for.
Related
The other services in this section, and related pages from TCB Infotech.
No commitment. A practical first look at your implementation, whichever ERP you end up choosing.
