6 Proven Characteristics of a Successful ERP Implementation Team

November 26, 2018 John Lischefska

You have decided to implement a new ERP system such as Microsoft Dynamics 365 for Finance and Operations. Now what? One of the first steps you’ll want to take is to assemble an implementation team that will position you for success—and there are a few key qualities your team members should possess.

After helping hundreds of customers implement ERP solutions, it is our experience that there are 6 core characteristics you’ll want to look for as you build your internal team, as well as any ERP software partner you may choose.

  1. Dedicated. One way to ensure project failure is to assign people to the core project team and require them to do their regular jobs at the same time. No one can do two jobs well and, given most people perceive that their success is tied to their regular job, work on the implementation project will always come second.
  2. Fully Represented. The core team should include members from every key department in the company. Ideally, this ensures no area or business problem will be overlooked in the implementation and the new system will incorporate all key business processes.
  3. Knowledgeable. Just representing a given department or functional area isn’t enough. Core team members must also understand the objectives and processes of their functional area and be able to advocate for the needs of their co-workers.
  4. Committed. Core team members need to be committed to the mission of successfully implementing the system. Naysayers and doubters will undermine the mission of the project and will create a negative impression of the system and the project as a whole.
  5. Influential. Core team members should be people their fellow employees look to for advice and support. They can be formal or informal leaders within their functional area but should not have a personal agenda that conflicts with project goals.
  6. Respected. Similar, but not always the same, as influential is respect. Core team members should have the respect of their fellow employees, the project sponsor and of the management team on the steering committee.

Last, but not least, you must be more committed to the success of the project than to any of the individuals on the project team. If a project team member isn’t doing their job, is creating discord, or is creating a negative impression of the project within the company or their functional area, the project manager and steering committee need to be willing to address the situation and, if needed, replace the individual. It is better to change the makeup of the team than to let known problems fester.

At Western Computer, our job is to make you successful. Our team is here to guide your team through the entire process. Contact us today to find out how we can help you implement a successful new ERP solution. 

About the Author

John Lischefska

John Lischefska is Product Manager at Western Computer and manages the design and development of the company’s software applications. During his 35-year career, he has designed, developed and delivered numerous production and supply chain software solutions, including a number supporting wholesalers. In addition to performance improvement systems, his work has included supply chain planning solution, shop and warehouse automation systems and projects apply analytics and artificial intelligence to distribution and manufacturing processes. Prior to joining Western, he was Director of Business Development for LINKFRESH and earlier served as Director of Global Manufacturing and Supply Chain Industry Product Management at Microsoft.

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