Experts in enterprise resource planning software discuss some of the most common missteps IT leaders make when choosing, deploying and implementing a job card software system — and what they can do to prevent or circumvent them.
Today’s IT executives have more choices than ever when choosing an enterprise resource planning (ERP) solution. From on-premises systems to cloud-based software-as-a-service to industry-based solutions, there is a dazzling array. And decision makers can feel overwhelmed when trying to determine which features and functions are the most important.
So CIO.com reached out to dozens of free job card management software experts, for advice on how to navigate this complex landscape. Specifically, we asked them to identify the biggest mistakes they see executives make when choosing, deploying or implementing an ERP system — as well as for suggestions as to how organizations can avoid making potentially costly errors.
Not doing careful requirements gathering
“It is very common, and very tempting, to take existing business processes as is and automate them with an apps for repair and maintenance system,” vice president and principal architect at Cloud Technology Partners, a consulting company. “While conceptually this is understandable, you must take the time and make the effort to analyze those processes as part of your ERP requirements gathering. Implementing a new ERP system is an opportunity to identify and improve/redesign your business processes. Automating a bad process only makes a bad process run faster.”
Similarly, “too many companies fail to identify crucial software usage issues/pain points and map out critical processes prior to beginning migration to a new ERP solution,” says Brian Berns, cold storage software solution Software, which delivers enterprise cloud solutions. “Business-critical issues must be identified and addressed before the migration, so that necessary adjustments can be made to out-dated, inefficient and complex processes before they are simply moved onto a new platform.”
Not including end-users (from all departments) in the decision-making process
“When implementing an ngo accounting software system, many organizations focus their time and effort on gaining approval from leadership executives, when they should be engaging key employees who will be using the system the most,” argues Kevin Beasley, CIO of VAI, an ERP software company.
“It’s crucial to involve employees not just from IT, but across the entire organization from finance, operations, manufacturing and warehouse,” he says. “Engaging stakeholders across the entire organization in every step of the decision-making process will ensure everyone is invested in finding and implementing the right solution as smoothly as possible.”
Not properly budgeting for technology staff
“We often see leaders underestimate the expenses involved with a field service management software implementation, which include maintenance and the level of talent needed to get the project off the ground successfully,” says Tim Webb, practice director of enterprise technology services at Robert Half Technology, a provider of technology staffing. “In instances where organizations are trying to accomplish more with less … we’ve seen it result in failed implementations. Take the time to properly budget, [taking into account] the talent driving the implementation, so you don’t come up against issues or surprises [later].”
Not weighing the pros and cons of on-premises vs. cloud-based ERP
Before deciding between an on-premises and a cloud-based ERP solution, “businesses [should] evaluate several factors,” says Mark Canes, president of Blue Link, an accounting and inventory ERP software provider. “For example, a cloud deployment requires proper internet connectivity, subscription-type payments and comes with benefits such as catering to employees who work remotely. On the other hand, on-premises deployment requires a dedicated IT staff, up-to-date servers and hardware in-house and large upfront fees, which is suitable for those who want to host the software on their own servers.”
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“With software-as-a-service fast becoming the predominate platform for new manufacturing software implementations, SaaS may seem like the perfect solution for organizations who experienced difficult implementations or have struggled to support their earlier ERP investments,” says Nathan Frey, partner at Information Services Group, a technology research and advisory firm. “While SaaS does offer many benefits, clients [need to understand] the new organizational challenges that SaaS can pose.
“As SaaS solutions cannot be customized, users are forced to adapt business processes to the CRM software,” he explains. “These process changes often impact integration with legacy systems, which can expand organizational change management concerns. Additionally, organizations with unique functional or industry-specific requirements will need a structure and approach to address necessary functionality not provided by the new system, either through work-arounds, third-party software or alternative means.”
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