Tips for Rapid Implementation
Implementing a powerful enterprise application on a tight timeline requires discipline, skill and support from higher management. Here are some specific tips Michaels offers to those who would, like Colfax, roll out ERP in weeks instead of months or years.
1. Distance the process from the existing system
One hobgoblin that plagues too many implementation projects is the tendency of end users to push for system modifications that make the new system look, feel and function like the old one. This can lengthen the timeline and increase cost without delivering any real business advantage. According to Michael, this problem can be avoided by controlling the focus of the implementation team.
"What we have learned is that it is best to avoid detailed discussion of how things are done in the existing system," Michael said. "We used to ask users about what they do in their existing system, and then figure out how to do it in IFS. Instead, we have found it better to lift them out of their system perspective entirely. Now, we just have them describe a process sequence in words rather than showing screens from the existing system. When you open the door to that system-to-system-level comparison with people with a lot of years of experience in the old system, you are probably inadvertently creating the wrong expectations. Don't compare the new system side-to side to old system because they are not getting the old system."
2. Avoid Business Process Re-Engineering
Re-engineering processes during an implementation makes it very difficult to compress an implementation timeline.
"If you want to implement quickly, leave your business processes as they are, even if this means these processes require extra steps in the new application," Michael said. "It is easy to come back and amend your business practices later, when staff members are not also contending with the challenges of learning the workings of their new enterprise environment. People can get distracted from the implementation process if they have to struggle with the move from a familiar legacy system, learn a new system and at the same time completely change the way they work as an organization."
3. Involve end-users in validating data
"During migration of data into the new application, form a core team of endusers to validate that data," Michael advised. "Involving end-users in this process not only frees up other members of the implementation team, but allows you to harness the knowledge of the people who know the data best. These are the people who have been working with this data year after year. Moreover, this practice forces these users to start navigating around the system, which allows them to come up to speed much quickly come go-live."
4. Get outside help
"Using consultants on some tasks - like data migration - also spares capacity of internal staff," Michael said. "This allows you to focus more on guiding and steering the project as opposed to being consumed by hands-on duties. This is a critical consideration at a middle-market company like Colfax. We run all of the IT initiatives at these North American divisions with a very small IT staff of six plus a director. That includes database, application, Outlook, phones, infrastructure, servers, everything."