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The Scope of Change in ERP Projects: People, Technology, Business Processes

Posted on 29 May 2014 by Odete Passingham

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Scope of ERP change

ERP projects can potentially touch every part of the business, and even the ones that are limited in scope have a dramatic effect and touch virtually every part of the business in some form.

When you are early in the planning stage, and when speaking with experienced sales representatives who have seen first-hand how dozens and hundreds of ERP implementations have transformed organizations on dramatically positive ways, you will be exposed to a variety of ideas on how to improve your business.

It is easy to let these ideas cloud your objectives. At the same time, if you are going to disrupt your organization, you want to be sure that you are getting the most out of this disruption.

This is why understanding the scope of change early in a project is important. It lets you get the most out of the disruption, without letting the project get off track changing things that you never meant to change.

Dimensions of Change

One way of understanding the scope of change in an ERP project is to use the Dimensions of Change Model that we introduced in the Thinking about ERP book.

The Dimensions of Change model divides change in ERP projects into three different classes:

  1. People
  2. Technology
  3. Business processes

ERP projects touch every part of the business in some form. So change is going to happen to all three classes.

But you are undertaking the ERP project for a reason which gives the project an objective. This primary objective helps you define which dimensions are in the scope of change and then embark on the project expecting to freely change the dimensions that are in scope while minimizing the effects on other dimensions.

For example, SYSPRO customer Alpine Confections was happily running a regular accounting suite until 1998 when their accounting software provider was sold. They became dissatisfied with support and went to market.

This implementation could have easily been just a single dimension project. They needed new technology and they had a list of requirements

Alpine decided to take this opportunity to add process improvements. Their growing product line required streamlined operations and they continue to refine their processes to this day.

The dimensions of change approach allows as much freedom as necessary to meet your goals and then restricts freedom where it is not necessary.

This approach helps keep ERP projects focused, on time and under budget, while letting you explore business benefits that you may not have previously considered and get the maximum business benefit for your investment with the minimum of disruption.

For a deeper look at Dimensions of Change in ERP projects, as well as other advice when planning, implementing and operating ERP, download the Thinking about ERP ebook.

 

Topics: Change management, Business software, ERP, ERP Implementation, Business Processes


Odete Passingham

Odete is Marketing Director at SYSPRO Canada, and joined the company in 1998. In her current role, Odete is responsible for building and strengthening the relationship between SYSPRO, their customers and prospective customers. Her efforts to promote the adoption of SYSPRO encourage growth of supportive relationships and community – something which she holds near and dear to her heart.

Over the years Odete has worked extensively on the “softer” side of the ERP equation. She was employed by a SYSPRO VAR, and by an SAP and Microsoft VAR.

Contrasting the two experiences made her appreciate the value that customers receive from a company committed to a single solution – where SYSPRO boasts one of the highest levels of customer retention in the industry. Odete strongly believes that such longevity is a factor in fostering a sense of community – which ultimately fosters retention.

Odete holds a Bachelor degree in History and an APICS Certified Supply Chain Professional certificate.

 

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