Hi folks - Ready for another thrilling ride on the roller coaster ride called an ERP Implementation.

The first thing that I wanted to mention is that regardless of whether you are implementing ERP or CRM or any other large scale business software roll out, the implementation process is basically the same. It is for that reason that I might use the terms ERP and Business Software interchangeably in conversation as appropriate… There I've said it - I have been wanting to say it for a while … and I feel better…

OK, on with the ride… Over the last 7 posts, we have been discussing the overarching Phases and Steps of an ERP implementation.

The activities at the Phase level are usually strategic in nature and revolve around resource allocation. This is top level stuff and on a day to day basis you will probably not be talking about your software implementation here.

The Phases look like this:

When you go one layer down, the Implementation Steps come in to focus and you start thinking about the implementation in a little more detail. More frequent attention is given to the project at this level… however, it's still 10,000 feet…

If you want to look at where an implementation "Lives", you should focus on the business software Implementation Elements… The  "Runway" level.

The Implementation Elements are different from the Phases and Steps in that the Elements  span your ENTIRE implementation. The 200+ Implementation Elements (when put into a matrix across all 14 Steps) weave threads throughout the entire fabric of your implementation and while the Phases and Steps move you sequentially - in linear fashion through the process, the Elements adapt to fit your exact needs in EVERY Phase and Step. There are 15 Elements and I will discuss the first two today… These two Elements are what I refer to as "Reference Elements" as they relate to the basic definition of each Phase / Step but are more for clarification and definition only.

 The Step Description

The Step Deliverable
The second Element is the Deliverable and this differs from the Step Description

The Step Deliverable element clearly defines the completed work associated with each Step in detail.

While at first glance, the Step Description and Deliverable appear to be the same or very similar…they are different in the following ways:

Specifically, the Deliverable element is used during each Step Readiness Assessment review to determine if you are ready to move the next step.

Well, that's it for now - until next time - Wishing you success…

Rick

This content is based on my implementation guide - The Business Software Implementation Tracker - Check it out …

Good Day to All!

If you are ready to Go Live - You have travelled a long road…

This is the point in time where you have to double and triple check, test everything that you can think of. This is where the "rubber meets THAT road"…

While I am a big fan of doing whatever you can in house - Go Live is one of those times in your implementation where you need to have expert support at your facility - knowledgeable consultants with phones are on speed dial to the tier 3 support guys that can diagnose and fix anything…

The Implementation Team and other support teams sole role (poet eh?) is to ensure that End Users can do their jobs on Day 1 of Go Live… All those that are assisting the End Users should have a clear idea of the subject matter experts relative to all processes and other aspect of the implementation so that they can refer a problem to correct person IMMEDIATELY.

Being the eternal optimist, I am going to tell you that Go Live can be a breeze if you covered the 6 prior phases of the implementation of an ERP system. If you got lazy however, or cut corners, well… maybe Go Live is going to be a bit rougher…

Step 1 - Justification and Specification
Step 2 - Sourcing and Qualifying your ERP Supplier
Step 3 - Negotiating and Purchasing your System
Step 4 - Installing and Configuring your System
Step 5 - Process Integration
Step 6 - End User Training

So anyway … where the heck was I, oh, once you have made it over the finish line, be sure to sit down with your team and make a list those things that went right, and yes, those that didn't. (This is called a "post mortem"). Because, there WILL be a next time! While your system implementations are usually spread out - every 3-5 years (more for some), it will happen - for that reason, it's a good idea to have documented how things went. You will thank me 3 to 5 years down the road.

Well that's about it for now. You know, it's kind of ironic… After writing this blog and hosting the podcast for two years, I am finally getting to Go Live at just about the same time on both of them… Keep an eye out for the next episode of Implement ERP Fast - the next episode will be on end user training. It's been so long since my last one, I am sure that some thought that I "pod faded", but the truth of the matter is that I have just completed and am getting ready to publish the Business Software Implementation Tracker. More on that very soon.

Wishing you success…

Rick

Hi Folks - On to Step 6 of the ERP Implementation Process…

The previous posts have covered a lot of ground…

Step 1 - Justification and Specification
Step 2 - Sourcing and Qualifying your ERP Supplier
Step 3 - Negotiating and Purchasing your System
Step 4 - Installing and Configuring your System
Step 5 - Process Integration

And if you have not completed the above 5 steps, I would strongly advise you to complete them prior to even thinking about end user training…

If on the other hand you have traveled the long road to get to step 6 - first of all CONGRATULATIONS!…

So how do you train end users? There are any number of approaches but let me throw one that WORKS at you that HAS worked for me…

First of all, let me clarify, end user training is providing front line personnel with specific instruction in how to do his or her job.

It is NOT ERP System 101. That should have happened a while ago.

At this phase in your implementation, you have to train users in how to use your new system to perform their jobs. You have integrated certain processes that probably for the most part existed prior to your new system - maybe other parts are new.  Now you are performing some of the tasks that were once either done manually or on another system on your new one.

You have to give them clear guidance in how to do their jobs - and if you do a good job - if you have performed all of the steps and phases up to this point, your implementation will be successful. If not - well - I think it's pretty obvious what's going to happen…

So how to you go about doing conducting End User ERP training?

• First it has to be hands on. This isn't going to be a 20 minute PowerPoint…

• Next involve key users - those that have assisted in the implementation - perhaps supervisors and others that have expertise specific to the process you must train…
  
• The training should consist of 4 components…
  • A facilitator should walk the entire class through the process.
  • Have each student follow the process and another student through the process.
  • Have each student demonstrate his / her proficiency in front of the rest of the class - guided by another student (This keeps everyone paying attention.
  • Have each student watch while every other student walks through the process. No talk - just watching.

By the end of the session - all those that participated should be sufficiently trained to participate in the next Pilot. Those that didn't - well what can I say.

This method works - I have seen it in action many times….

Once all are trained in how to do their jobs … the only thing left to do is … Go Live - Next Post…

The Business Software Implementation Tracker to be Released any Day…

As mentioned in the last couple of posts - My new guide - The Business Software Implementation Tracker will be released shortly…

It is 450 pages packed with information - and takes the step by step approach that I have been talking about for a couple of years now on my web-cast Implement ERP Fast. This guide will provide you with a hands on tool and guidance from the very beginning in trying to build consensus, requirements specification, through sourcing, purchasing, installing, testing, process integration and training… whew …. no wonder it took soooo long to write the damn thing!

I will notify my list first - and will give them an special introductory price - so if you are not signed up - just head to the top of this page. If you are … Hang tight - I think you will like it…

To you success…

Rick

So if are implementing ERP - or any other large scale sofware system for that matter… Process integration In my opinion, is where your implementation either lives or dies…

Don't short change yourself by skimping on the step! Or for that matter any step prior to integration…

If you are at the point where you are ready to integrate business processes with your new system, then you have completed the prerequisites…

• Justified your system, defined requirements and developed a detailed specification document.
• Sourced an ERP system, Qualified and selected a supplier from your Short List…
• Negotiated and purchased your ERP system.
• Installed and Configured your system.

Without these previous steps fully completed - Process integration will be impossible - so make sure that you have laid a good foundation… OK, I think I made my point…

Next lets look at the definition of ERP - A system designed to integrate business processes to eliminate waste, increase efficiency and effectiveness.

While I wrote this definition on the fly and crafted it to make a point - While there are other aspects to ERP, process integration is huge.

So huge in fact that I devoted 3 podcast episodes to it - them out at Implement ERP Fast.

I have developed a 7 step system to integrate business process into your new ERP System.
The steps are as follows:

1. Selecting Process Integration Team Members.
2. Selecting Business Processes to be Integrated.
3. Reviewing and Revising Business Policies Related to the Business Processes to be Integrated.
4. Listing Business Process Scenarios or the "flavors" of the processes to be integrated.
5. Detailing each Busienss Process flavoer to be integrated - Step by Step.
6. Testing Processes that have been Integrated.
7. Document Processes that have been Integrated.

If you follow these 7 steps, you will eliminate a lot of voodoo from an otherwise complicated phase of your project.

Take for instance Step 1 - At first, you might wonder if this really needs to be a step… Well let me tell you… Some people are not cut out to integrate business processes. You have to have what I refer to as a "systems mind". You need to be able to "zoom in" and "zoom out" at appropriate times - focus on process in a disciplined way. If you pick the wrong guy or gal, you are going to go sideways FAST!

Next, Step 2 - What processes are you going to integrate in roll out? Most teams bite off more than they can chew and usually end up backing off as a result - give it SERIOUS THOUGHT.

Step 3 - Be real clear on what policies are going to drive process. Huh? Yeah policy - You know those guardrails that companies create to keep staff from driving off a veritable cliff in doing their jobs… For example, if you were integrating the Order Entry process, you would need to know what policies exist for "method of payment". You take credit cards, or COD, BUT NOT open billing, So with a clear picture on this policy you won't be developing process and setting up the system to accept 30 day terms. The beauty of this is that you can eliminate a lot of work and decrease frustration dramatically.

So that's the first 3 steps - think through the last 4 and see what you come up with - Drop me a comment and let me know what you think.

By the way…

The Software Implementation Tracker - a 400+ page guide is just about ready to launch. If you sign up on my list (above) you will qualify for a "List Only" introductory price - I will email you a special offer. Spend MORE time focusing on nuts and bolts of your implementation and LESS time "managing" your project.

Next post will will deal with Step 6 of an ERP implementation - End User Training.

Until next time - Rick - Signing off…

Hi Folks - It's been a while and sorry for that! I have been spending most all of my free time working on a new implementation guide, but that's not why you read my blog!

So let's get down to it… OK - Step 4, Installing and Configuring a new or upgraded ERP system.

The first thing that you need to know, is that YOU WILL need the help of one or more consultants on this one. Unless you are a serious propeller head, just setting up your database (SQL Server) is not for the faint of heart. And even if you are a geek, the "configuration" of SQL to optimize your ERP system's performance is going to require some tweaking …. tricks of the trade that you would have no way of knowing.

Next, installing your applications software… If you are even a little bigger than about the smallest candidate for an enterprise system, you are going to run your applications on a separate server. Believe me, this is not the time to be a tight wad.

Migrating data… what data do you bring over from your existing system? While you might want to bring all your data… some, actually a lot of it makes NO SENSE to even try and migrate… I am talking about "history"… Order history, inventory transaction history, purchase order history … whatever.. Now you ask… Why Not! you have years of transactions and you don't want to lose them! Read on …

Let me see if I can explain this in a couple of sentences … A transaction, like a Customer Order in an ERP environment consists of data usually coming from multiple places in the database - the customer master, the inventory master etc… and for that reason, the data is "related" right? That "Relationship" is the reason why it is extremely difficult if not impossible to bring it over… In order for the data to be properly related from one part of your system to another, it almost HAS to be transacted on your new system. If you just "dump" data in tables and hope that it properly relates, it ain't gonna work! When a real transaction occurs, there are these "database triggers" that "fire" as the transaction is occurring - ensuring proper relationship.

I hope that makes sense… HOWEVER,  if you can't bring over history, what can you bring over? Actually VERY IMPORTANT stuff … What I refer to as Master files … The customer master, the vendor master, the engineering master… Really key files right? You can't do business without them…

Next is testing. At this stage, while you don't know jack about the new system, you can still conduct basic tests, like … does a bill of material cost "roll up" produce the same results as your legacy system? Be kind of a bummer if you went live on your new system and your costing was completely different! I'll bet there are other things you can think of that you can test at this early stage… believe me, it does wonders for your blood pressure and maybe your sleep patterns…

Well, that's it for now and I hope I gave you a couple of things to think about. Be sure to check out my podcast at www.ImplementERPFast.com. I have hours of free audio on selecting, qualifying, negotiating, installing, configuring as well as intergrating business processes into your new system.

One more thing… what the heck - I will give a shameless plug for my new guide - "The Software Implementation Tracker": A 400+ page guide that takes you from the mere vision of maybe you are considering a new system alll the way to Go Live. This is a HANDS ON Guide that is kind of like a "Consultant in a Box" - Only YOU ARE in control and not paying a guy $250 / Hour!

The other part of this product that I am VERY excited about is an Excel application that I developed as a companion to Tracker - the Readiness Calculator…that will allow you to - without a bunch of project management gobbledygook - to visually track your progress… your "Readiness", every step of the way to Go Live. Easy and fast, so that you can attend to the real knowledge work of your implementation.

Until next time, this is Rick …. Signing off…

OK, so far we have covered…

Step 1 - You have Justified and Specified your ERP system - people are going to "have your back" if something goes wrong (and it will!).

Step 2 - You have Sourced, Qualified and Selected an ERP software package that is going to work for your business.

Now for Step 3 - Negotiating and Purchasing your ERP system…

I can say without reservation that negotiating and purchasing an ERP system is just about as complicated as a purchasing transaction can get. While you might have extensive experience buying capital equipment, few other purchases will have as many angles as an ERP system.

First, you have the software, OK, not a big surprise, then the hardware to run it … again not a shocker, then the network backbone upgrades, then come the consultants from perhaps 1, but more likely 2 or 3 different firms, then the maintenance and support, the internal personnel that you have to keep working on the project….

So there is a list of the major aspects to the purchase. Now negotiate the best price and terms for each one of them! This is not a cookie cutter deal. The sales people that you are working with, while they are probably ethical, are going to answer your questions, and you should be asking lots of them, are not going to volunteer everything that they know about the deal…

What do I mean by that, well let me give you an example… Let's say that you are buying the Quality module that is offered by the ERP supplier, and you know that the Quality module" consists of 15 key applications. However, the quoted package only includes "Quality module essentials", which means that you are only getting 5 out of the 15 apps. Don't laugh, this has happened to me and yes I did catch it before I bought a package… but this kind of stuff can happen all over the place.

So bottom line - Caveat Emptor (Buyer Beware). I think you get the idea. Next … Step 4, Installation and Configuration…

Until next time… Rick

So now on the Step 2 in the ERP Implementation Process.

Recall that in Step 1 you thoroughly Justified and Specified your new system. With that out of the way you are confident that you will have the support that you need and know what target you are aiming at.

In Step 2 of the implementation process - Sourcing the right ERP system, you are looking at as many packages as you can, narrowing the field and then qualifying and selecting a specific package from the narrowed field. Piece of cake right? …. Wrong! So many "experts" are out there, and every one of them has a bias towards one package or another…. Salesman, Consultant, it does not really matter, they have expertise in one or more specific products…

So you read the trade journals, you spend time in the forums, you Google "ERP", you read the propagan…. sorry "literature" and start making your list, checking it twice. Then once that list is made, you have to start eliminating those packages that don't meet your requirements and finally selecting one that comes as close to meeting them as possible.

So this is Step 2 and a VERY CRITICAL one in the successful implementation of an ERP system… Next - the 3rd Step in the implementation process …. Purchasing your system…If finding the right system sounds like fun… wait til you get my opionion on the Purchasing process…

Rick

Hi Folks … Rick here and sorry about the loooong delay in updating the blog…

Too many projects, not enough time - time flies….

So what are the 7 phases to implementing an ERP system?

Step 1 is Justifying the System and thoroughly Defining Requirements.

• Without buy off from top management, don't even think about moving forward with an implementation . With support you will be able to make it through the "rough spots".
• Then take the time to define system requirements. By this I mean clearly outlining every need and want that you have in a new system. Take a look at all of your existing processes and those processes that you have yet to implement. Which ones would you "integrate" in to your new system.

And don't think that this step only applies to a new system… it also is important when you are considering an upgrade.

While the emphasis on this site is ERP - this also applies to pretty much any major technology initiative - CRM, Supply Chain Management - even a new VoIP Phone System. So think about this long and hard - you will be glad that you did.

If you want to check out more of my thoughts and ruminations - go to www.implementerpfast.com and listen to my podcast on the subject of ERP implementation. I have multiple episodes that address Step 1 - Justifying and Defining Requirements on an ERP system…

Later….

I have just completed and released a free internet based "eCourse" that answers the question "What is ERP".

The reason that I did this is simple… I discovered that there are a lot of people out there that want to know! …

Further, if you are considering a new ERP system, are upgrading your existing ERP system or are somewhere in between - ERP Made Simple - an Introductory eCourse does not just define what ERP is, but goes further in explaining what ERP can do for your business, how it can add value, and how your older systems can prevent your company from accomplishing these goals.

If you want further clarification to the question "What is ERP?", you should check it out..

Enjoy

Rick

The ERP Roadmap blog is changing direction for a post or two…

We are going to be exploring the Success Strategies associated with a successful ERP implementation. A success strategy in is an approach and and intentional frame of mind that when followed will product a more desirable outcome …

Some of the areas that I intend to cover are…

• Leadership
• Communication
• Time Management… just to name a few.

These "soft skills"  are so important to the successful implementation of an ERP system that they really should be discussed and revisited throughout the life of your ERP project… It really does take constant review and reinforcement of the right way to approach leadership, communication, time management and other aspects of the success mindset to develop habits and ultimately instinct that will keep you and your team heading in a positive direction.

Let's take Leadership for example and specifically your approach in directing people and events on a large scale project to achieve desired results. You really want to provide an environment where your team as a unit can accomplish more that if all those involved attempted the their individual tasks on their own. While I tried to avoid using the word "Synergy", I just could not help myself!

One approach that I have found very successful, is giving people specific desired end products - or deliverables, and then giving them reign to exercise their skills and capabilities - then stay out of the way! This is easier said than done, but when you do it, you WILL KNOW IT.

So - Give them direction, give them goals and dates and then GET OUTTA THE WAY and see what they can do.

I recently released an Implement ERP Fast podcast episode on this subject - you might want to check it out…

Until next time… Rick

SYSTEM PERFORMANCE

Does your current system perform as well as a state of the art ERP system?

Does your software, hardware or system in general perform to levels that you would consider less than state of the art?

Let me give you a couple of comparisons between a legacy system and a new ERP system that I implemented a while ago:

• After moving to a new ERP system, where running my production planning module, MRP used to take 6 hours, the new system now takes between 30 to 45 minutes.
• Where a cost implosion (or roll up) used to take 2 hours, it now takes 30 minutes.

You can become complacent in performing our tasks and duties and at times might not realize that your systems performance is substandard.

I have learned over time that if I think that a particular system or module is not running as well as it should, it is either time for a tune up OR my systems performance might just be behind the curve.

Your system is “wound out” at 8,000 RPM’s on all 8 cylinders and other systems are just passin’ you by…

A little benchmarking might be in order. If you find that in fact your system is lagging in performance regardless of what you do, it might be that Performance is yet another “”driver” that will contribute to the justification of a new system…

SYSTEM DESIGN

Is your existing ERP system, the user interface, the database platform and other aspects of your system built on industry best practices?

In this day and age you might ask – isn’t everyone?…Not really…

You can see it at the systems level where an ERP provider produced a system built with a proprietary API - if you don’t think they are out there THINK AGAIN.

The user interface (UI) is another area where non standard design in common.

And as time moves on it is really inevitable that your system will become less and less standard:

• The older your system, the less likely that your hardware and software will be compatible with current technology.
• Standards change and as they do, manufacturers and publishers have no choice but to follow them.

Non standard or outdated software design can be a huge problem where the software still performs the needed task, but does so in an inefficient or unusual way. Put another way, the need for change is not strong, but bad habits are being built every day!

An example of this would be a non standard menuing or icon system where the menu items and icon graphics are not easily recognized … minor example in comparison to some…

I have seen current ERP systems that do exactly that. While I am all for creativity, this type of design is more for the programmers and graphic designers benefit and not the end user.

Proprietary design - what else could they do… in late 1970’s and the 80’s during what I call the Wild West of Manufacturing Systems prior to Local Area Network technology (LAN) and the Client / Server model. At that time, existing technology was such that companies had to build their systems on the old mainframe, distributed data or the dumb terminal model.

Looking for a new system? Look for systems that are built on standard hardware and with industry best practice software tools. In the long run you will be better off.

If your existing system is not up to standard, use your existing hardware and software situation to drive your justification for a new system.

With the release of the new Apple 3G iPhone on Friday 7/11/.08, came an iPhone meltdown across the globe where not only new subscribers but existing first generation iPhone subscribers where not able to activate or use their accounts… Bummer…

While I am sympathetic to people that have to go through this type of frustration, I really feel that they have no one to blame but themselves…

Which lead’s to Rick Nielsen's Number One Technology Axiom – Never Buy Bleeding Edge Technology – Software or Hardware – unless of course you have absolutely no choice.

The reason is obvious – I am not a genius (I am sure that you have figured that out by now!), but let OTHERS beta test the new stuff!

Give it a month or two to clean up the stupid things that no one ever thought about.

An iPhone is probably more complicated than any of us might think. It is really a well designed device, but it’s not THAT complicated… and look what happened!

Now think about a state of the art ERP system – ORDERS of magnitude more complicated than an iPhone. IF there was ever a reason to wait until the first service pack, the second release, buying a new ERP system would be it.

I completely understand that you dig software and really want the latest greatest version and features that maybe you have been waiting for, for a long time, but be patient…

Again – let someone else Beta Test the software – I mean really – you are spending hundreds of thousands, if not millions on a new Enterprise system.

You really don’t need the frustration - In the short term AND in the long run you will spend less time and money on your implementation…

Later…

SYSTEM COMPATIBILTY

If your ERP system was not compatible with current technology, how much more difficult would it be to find appropriate hardware and software components and expertise to assist you in getting it back up and running? Would you be limiting your options?

How compatible is your current hardware and software with existing technology and standards? Maybe there are certain system components that fall into this category.

This can be very important when third party developers are creating tools for other, more current ERP systems and have ceased to develop for your system or version.

Is your system built on outdated technology, proprietary or on a non standard hardware and / or software platform?

If this is the case, then you can’t take advantage of the same tools and functionality that your competitors can.

Perhaps this would be another opportunity to discuss a new ERP system or upgrading to a current version?

SYSTEM AVAILABILITY

Your system crashed this morning and you are having difficulty locating and acquiring hardware and software needed to get it back up…

It is no secret that as technology ages, production quantities are reduced and less frequently produced. Over years of working with aging legacy systems I have had power supplies, hard drives, disk controllers and mother boards among others fail without warning.

To compound the problem, one particular system that I was working with was not only old, it was built on proprietary technology and on more than one occasion, it took me more than 24 hours to locate the part and get my enterprise system back up and running!

Can you say “NO job security”…?

Hardware Availability

If key pieces of your system hardware are either no longer available or difficult to find and your system goes down, you are going to lose valuable production time. In extreme cases you might be forced to shut down operations for a prolonged period of time, you might have to send people home …

• Do you run hardware components that would be difficult to source and purchase quickly?
• How long would it take you get them in house?

Software Availability

While software does not usually pose the same challenge as hardware does, if your system is old enough, and you cannot put your hands on that special utilities disk, it can pose a real and present threat to your company.

The older the system is, the more difficult a particular application might be to locate.
• Do you have critical software components that if reinstallation were necessary you might find difficult to locate?

I have had the experience where as system administrator; I was not licensed to have certain utilities, so I would have to wait for a technician to arrive.

Here is another one…
• Have you ever lost the “dongle” or hardware key for a piece of critical, vertical market software?
• How long would it take to locate one?

While the days of the “serial port” dongle are gone, there are still USB based dongles.

If hardware and software are difficult to find for your existing system, it is not going to get any better…

Could the situations posed above start a conversation about system alternatives?

ERP - Enterprise Resource Planning

An integrated series of software modules and applications designed to run end to end business operations including: Financials, Sales Management, Production Execution and Planning, Purchasing, Human Resources and many others.

What Makes an Enterprise System Different?

What makes an Enterprise System different is the way that it handles the flow of information. From the database tables, to the way that each table is joined to the information in each table, a well designed ERP system is going to put the right information in the right users’ hands at the right time.

Enter it Once, Use it Many Times

Data is usually not entered twice, rather only once and retrievable wherever and whenever it is needed: A one - to - many (infinite) relationship. Data entered becomes information and moved instantaneously across and outside the enterprise to support your business, marketing and manufacturing efforts.

The classic analogy of the old school business system is that of a series of “silos” where data is generated in various areas of the organization, often redundant and not merged to efficiently generate the needed information everywhere that it might be needed. Where these islands of automation exist, different parts of the organization are making decisions inefficiently and often at cross purposes with one another.

Needless to say entering information once and making it available where needed is a far better approach.

Many Names

The name given to such a system has changed over the years too. From Closed Loop MRP (Material Resource Planning) to Enterprise Resource Planning (ERP) to what some refer to now as an Enterprise Business System (EBS), the concept remains the same. A system that will allow the front office, back office, the field, customers and suppliers to all trade information in a real time manner.

So that‘s it in a nutshell, a system that pretty much traverses the organization that minimizes data entry and utilizes that data where and when it is needed.

As most of you know, successfully implementing an ERP system is a long difficult process. Time management is a huge part of it and you have to make every minute of the day count.

I am always looking for someone better suited than myself to perform a particular task. And all ego aside, there are many times that someone else is better, smarter or faster at getting certain types of tasks done.

If you can find someone else to do something that you were going to do, and you are not best suited to do it anyway, it frees you to do something that you REALLY should be doing.

So where am I going with this?

ONLY do things that PLAY TO YOUR STRENGTHS. As the well know Internet marketer, Alex Mandossian puts it - Strengthen Your Strengths and Outsource Your Weaknesses.

Think about this for a minute - if you focus on doing things that you are GOOD at, a couple of things happen…

•  You are doing the things that you like to do.
• You are probably going to do a very good job and …
• If you are giving tasks to others that they are good at, they are going to take more pride in their work.
• And finally they are probably going to do a better job at those tasks than you would.

Bottom line, more stuff is going to get done and everyone is going to be enjoy their jobs just a bit more.

Good Morning fellow ERP Champions and all around Risk Takers …

Rick Nielsen here, the host of the ERP Roadmap blog …. I wanted to comment today on how important it is to do a thorough justification of an ERP software system as the first step in the process…

Are You Ready for a New ERP System? …

While you might know the answer to this question off the top of your head, I contend that most people need to give it a great deal more thought…

And even if you know that you need a new system (or upgrade for that matter), who else needs to know with certainty? The boss maybe? … all top management maybe? … those people that are neither but influence others behind the scenes?

We all know that the effort required to get an ERP implementation to Go Live requires a great deal of resources (HARD DOLLARS!) and time. If you don't have the commitment from top management, when the going gets tough, at least two things are going to happen … and maybe a third…

1. The software implementation is going to get put on the back burner and …. and no less important…
2. A dart board with your face on it will be used to explain why the companies financial position is not as favorable as it should be!
3. And …hopefully you still have a job! (I did say Risk Taker didn't I?

So spend the time to properly justify your system - the FIRST step in the ERP Roadmap*. It really has to be done before you do anything else. Here are a few pointers to get you started:

• Listen to your user base - what problems are they having? What capabilities do they require that they do not have in your current system?
• What aspects of your system are preventing you from providing the capabilities and solving the problems that your user base has articulated?
• Combine the list of problems and capabilities with the system issues - how do they relate?
• By doing the above you will start a conversation. As you discuss these issues, consensus and support will start to build

Do you need a new ERP system? By simply following the above 4 bullet points, you will start to think more deeply about the question and will involve others in the thought process …

Rock on … Until next time … this is Rick signing off…

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If you are interested in listening to an interview / discussion with a seasoned veteran of systems implementations, and specifically on the justification issue, check out my latest podcast episode at Implement ERP Fast.

* Download my ERP Roadmap Visual Quick Guide by signing up for my newsletter - top of this page on the right.

Boy did second round negotiations happen under the radar screen on this one!

Back in October of 07'  - IT WAS ALL OVER THE PRESS - Oracle made a bid for BEA that expired with a Sunday night deadline. At the time Oracle offered $17 and BEA said $21. No deal.

As I said back in October, Larry Ellison was NOT going to let this one go!

This morning according to the Wall Street Journal BEA accepted a bid from Oracle for $19.375. The area of middleware is HOT.

Oracle needs this acquisition to maintain an edge in middleware space.

 The promise of SaaS and SOA in ERP architecture could revolutionize ERP as we know it.