There are many things that can go wrong in an enterprise resource planning software implementation, which is why companies need to plan the transition out. Many of these mistakes can be avoided with enough foresight and preparation. However, sometimes there are unexpected issues that pop up that  will greatly impact the transition process. This is because some of these issues tend to be related to how businesses function generally, not just in relation to using platforms such as Microsoft Dynamics NAV. Having some understanding where issues may unexpectedly appear can be the best way to make sure the process is running smoothly.

True resource planning
As the blog Software Think Tank noted, necessary resources that are unavailable can greatly hamper an ERP implementation. However, most companies seem to not understand what is defined as a resource. It can include equipment, such as servers and other hardware, as well funding for the project to hire consultants or purchase all the necessary modules. However, people are equally important.

Employees that have a full dedication on the installation and training of employees can greatly help make the process more successful. However, some companies tend to feel that it's perfectly fine to assign them different projects at once, while others may pull them out on another urgent assignment. This mishandling of an important resource can often cause confusion among workers and impedes on progress overall.

Wildly preparing
Preparations are also a major factor in the ERP implementation process and cannot be taken lightly. ERP Focus points out that this extends to pre-planning as well. Getting off to a bad start can often result in struggles throughout the process, ending in catastrophe for the viewer. Most companies may be ambivalent to the idea of creating ground rules for the general plan such gathering resource requirements and developing project goals, but these actually help establish a great starting point for the transition, for it gives it a sense of direction.

Equally important is how preparations are handled. For many businesses, there's a tendency to keep the eyes on the prize, or focus entirely on the success of the project. However, ERP isn't just a one-time event. It's something that is run that is every single day. As a consequence, businesses have to plan for failure not just in the form of a fall-back strategy, but for what to do when the project goes live and then starts to break apart over time. Having that strategy prevents complacency from taking hold.

Finally, there is the matter of work efficiency. Certain times of the year or even week can impact the ability of employees to successfully complete their given tasks. Consider how Mondays and Fridays tend to be the least productive business days, monitoring progress on those days can be useful, if only to help reallocate tasks to other days of the week. By doing this, companies can better push the implementation to have steady progress on a weekly basis, even if it means an uneven distribution of work.

Learn how to define your ERP strategy by downloading the white paper entitled "ERP in Manufacturing: Defining the ERP Strategy" from the DMS website today.