Question 1

What is an ERP project?

Accepted Answer

An ERP project refers to the planned implementation, modernization, or replacement of an enterprise resource planning system. In addition to technical implementation, this includes process design, ERP migration, testing, training, ERP go-live, and stabilization.

The goal is to establish a common data and process foundation on which departments can collaborate reliably. Therefore, the success of the project is not measured solely by whether the software is up and running, but by whether the new processes work in day-to-day operations.

Question 2

What's the best way to start an ERP project?

Accepted Answer

An ERP project begins with clear business objectives and prioritized end-to-end processes. Anyone looking to implement an ERP system should first identify which problems need to be solved and which results need to be achieved.

Next, we assess how the relevant processes can be mapped as closely as possible to the standard. An early effort estimate helps ensure that expectations, the budget, and available resources remain aligned.

Question 3

Can an ERP system be implemented in phases?

Accepted Answer

Yes, it is possible to implement an ERP system in phases, based on processes, departments, or locations. This phased rollout reduces the workload at any given time and allows you to apply the lessons learned from the first phase to subsequent phases of expansion.

However, each stage should result in a complete, fully functional process. If only individual functions are implemented without a complete process chain, new stopgap solutions and media breaks will quickly arise.

Question 4

How much time should employees set aside for an ERP project?

Accepted Answer

Internal project management requires reliable capacity for coordination, decision-making, and communication throughout the entire project duration. For key users, the workload increases particularly during the analysis, testing, and training phases; end users need time for testing and training. The extent of this workload depends on their role, the project phase, and the scope of the process. From the outset, this time should be explicitly included in the ERP project plan as a mandatory requirement, in addition to day-to-day business activities.

Question 5

When will the data migration begin in the ERP project?

Accepted Answer

Data migration begins as soon as the ERP project starts, not just shortly before go-live. Data cleansing, mapping, and test migrations run in parallel with analysis, implementation, and user testing. The business units review and approve the migrated data, as they are most familiar with its significance. Shortly before the system goes live, the final ERP migration takes place based on an agreed-upon cutover plan.

Question 6

What happens when new requirements arise during the ERP project?

Accepted Answer

If new requirements arise during the project, they are recorded in the backlog, technically evaluated, and prioritized. A defined change request process makes their impact on effort, budget, testing requirements, and schedule transparent. The project team then decides whether the requirement is necessary before the ERP go-live or should be included in a later phase of development. This ensures that the project scope remains manageable without losing valuable ideas.

Question 7

Who needs to be represented on the ERP project team?

Accepted Answer

The ERP team should include a management sponsor, internal project management, business units, key users, end users, internal IT, and implementation partners. Each role brings a different perspective: strategy, process knowledge, technology, or practical use. For important issues, responsible parties and decision-making authority must be clearly identified. Clear roles and short decision-making paths are more important to success than having the largest possible team.

Question 8

How much customization is required for an ERP implementation with Dynamics 365?

Accepted Answer

The extent of customization required depends on the maturity level of the existing processes. The goal should be to implement as much as possible using the standard software. This helps avoid costly custom programming and time-consuming release upgrades. At Singhammer, we combine Microsoft Dynamics 365 Business Central with the industry-specific solution DYCE. Based on our project experience, this allows us to cover approximately 90 percent of the industry-specific requirements of IT service providers, system integrators, and MSPs using the standard software. We use customization strategically only where it secures individual competitive advantages.

Question 9

What happens after the ERP go-live?

Accepted Answer

The Hypercare phase begins immediately after the ERP go-live. During this time, the project team works closely with users, answers questions, prioritizes issues, and stabilizes the new processes. The first payroll run and the first monthly closing often require special attention. Once the system is running reliably, it is handed over to regular operation with clear support channels; further optimizations remain visible in the prioritized backlog.

Question 10

How long does an ERP implementation typically take for a small or medium-sized business?

Accepted Answer

Small and medium-sized businesses should generally plan for several months to implement an ERP system. The actual duration depends on the company's size, locations, process complexity, integrations, data quality, and available internal resources.

It is not uncommon for the company’s pace to dictate the schedule more than the software does. Decisions, data approvals, and testing require dedicated resources. A phased ERP rollout can reduce complexity, provided that each phase delivers a complete and fully operational process.

Question 11

What are the key factors for the success of an ERP project?

Accepted Answer

Whether an ERP project is successful does not depend on a single factor. The key lies in the interplay between the organization, the people, and the implementation. Here’s how that works in practice: Our ERP case studies and success stories from projects with IT companies.

The following factors are key to the project's success:

Objectives: Define measurable project goals and use them as a common basis for decision-making
Priorities: Consistently separate requirements relevant to go-live from later enhancements
Decisions: Define responsibilities and resolve open issues promptly
Resources: Plan for project work as a fixed internal capacity
Data: Prepare for data cleansing and migration early on
Tests: Actively involve key users and end users in testing the new processes
Communication: Communicate changes regularly, clearly, and in a way that is tailored to the target audience
Choosing a Partner: Select an ERP partner with proven industry and process experience

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