A continuation of an article published last time.
This is another one of the biggest causes of the owners/management causing the demise of their own ERP projects.
Most proponents will
state that going parallel is the safest way to ensure that if the new system
doesn’t work, you can safely go back to the old system and not have any loss of
This sounds really
good on paper, it’s actually abominable in practice!
Here are a couple of
From my experience,
when companies go parallel, they fail.
In 1519, Captain
Cortes told him men to “Burn the Ships” after he landed in North
America. He knew that if his men (and himself probably) had a means to go back,
they would not be committed on giving their all to survive in the new land.
The same thought can
be applied to your ERP implementation. Telling your people that implementing a
new ERP is important, but give them an option to do things the way they did
before, they will always go back and do things they feel more comfortable.
Now you may be
asking “but Alex, what if the new system doesn’t work?” The answer is
simple, don’t go live until you’re ready. If your preparation is crap, you will
The next question
you may be asking is “but Alex, what if we encounter problems with the new
system?” There’s no instance where there are not problems when you go
live. As long as you make proper preparation, the problems that arise should
not be major. Any competent Dynamics 365 Business Central (AKA Dynamics NAV)
partner or developer should be able to knock them out quickly.
Before you burn the
ship, it’s your job to ensure every business process can be, at the very least,
replicated in the new system. This is part of your preparation before going
Having a smooth
transition to a new ERP software can’t be completed with just thoughts and
prayers, it needs meticulous testing, simulations, and feedbacks.
Be aware that it’s
not going to be 100% smooth when you cut over to the new system. There will
always be problems after go live. The important things are the major known
kinks are resolved.
There shouldn’t be
an instance where major problems that comes up when you turn on the switch,
then someone seriously messed up.
Take the page out of Cortes’ playbook. Burn the Ships. Have your people focus all of their attention and resource into making the new software work in your organization.