“A successful project is a project well managed. “ This statement is obviously very true but knowing how to manage a project is not always easy. SAP provides some sort of methodlogy to implement SAP Business One but we found that it lacks details and does not work for larger implementations (more than 50 users).
The team of SAP B1 Central has worked on so many implementations of various sizes that we have decided to share our project methodology on this web site. We are not claiming that other project methodologies are not good but we know that this methodology works when you want to implement SAP Business One.
How does it work?
Although there are quite a few steps in this project methodology, it is quite simple to use and we are also providing all the necessary templates and guides.
Overall Project Management
SAP B1 Central can help you to manage every project to ensure that they are successful. However, there are a number of tools and articles that you can read on the site which are usually a good starting point.
- Risk Management
- Change Management
- Scope and Technical Change Management
- Task Management
- The most common mistakes to avoid during an ERP implementation
How should I buy on ERP software? What are the key steps that I should think of and how do I know that my business is even ready for a significant change? There are some many questions to answer before you even contact software vendors. This page explains the key principles of the buying cycle.
Once you have signed of your software and service package, you should run (ideally with your implementation partner), a readiness assessment. This assessment should focus on key area including People, Data, Process and Technology.
This is probably the most interesting part of the project and too often, companies do not spend enough time in the design phase. During this phase, you will agree on your future processes and map them with your new ERP package. You will also agree on the gaps, the configuration and possibly some of the additional development required. At the end of this phase, the scope of work should be locked in as well as your budget.
You will be asked to provide a lot of information including your master data (probably the most challenging aspect). In reality, most of the work is done by the implementation partner but your timely inputs are critical to keep the project on track.
Key User Training
During this phase, your key users (or champion) will receive enough training to be able to test the system based on key business scenarios.
Testing and User Acceptance Testing
The implementation partner will test the system that they have built. Once this phase is done and the partner is happy that the system will work, you will be asked to test it using common business scenarios. You can only train your end users once the testing phase has been signed off.
- What is the testing phase and how to manage it?
- Preparing your test plan and test scripts
- Unit testing (yet to be published)
- User Acceptance Testing (yet to be published)
Train the trainer or full classroom training, you can chose but this phase is critical. The more training you give, the less support you will have to provide to your users once you go live.
During this phase, data from your legacy system is imported in your new ERP. It is critical to sign off this phase as well as all your balances should match.
- Planning the cutover with your staff
- Cutover plan and activities (how-to in SBO)
- Are you ready to go live?
This is it ! You have been through all the steps of the implementation and now you are using the new system. You now need to support your users and manage the issues (if any of course).