Maximizing ERP Project Performance

Enterprise resource planning (ERP) projects provide a number of unique challenges for local governments, and because they happen so infrequently, new issues come up that make planning difficult. First, these projects are expensive and require budgeting with a level of uncertainty. Issuing a request for proposal (RFP) for ERP software will likely return a wide range of costs and cost structures, some of which— subscription fees, for example—will recur each year into the future.

Second, ERP projects require a new way of thinking, and staff must confront status quo, “this is how we’ve always done it” scenarios, and consider modern approaches to business processes.

Third, ERP projects rely on external consultants. Governments need help when it comes to implementing modern systems, but not all consultants are equally effective or helpful. Consultants will have the technical expertise to configure the new application, along with varying levels of communication, problem-solving skills, or knowledge of local government.

The most difficult challenge that most local governments face, though, is determining how to staff the project internally. The staff members who fulfill key roles on the project need to be knowledgeable about current processes, aligned with the organization’s vision for its future, well respected in the organization, and possess skillsets in project management, communication, and change management, along with subject matter expertise. Of course, those same people also keep the organization running and maintain current operations. Who will devote time to the project, and how many people are actually needed to deliver a successful project? This article looks at the challenges governments face and provides a different approach to the traditional project staffing model.