ERP implementation partners are experts at configuring systems, integrating modules, and ensuring technical requirements are met. Yet, even the most technically flawless ERP projects can fall short of expectations if they don’t address the real needs of the business. For enterprise clients, the challenge isn’t just about getting the software to work—it’s about making sure the software works for them.
The Real Challenge: Bridging the Gap Between Technology and Business
Many ERP projects struggle not because of technical shortcomings, but because of a disconnect between what the system can do and what the business actually needs. This gap often leads to:
- Misaligned expectations between business stakeholders and the implementation team, resulting in frustration and rework.
- User resistance, as employees feel the new system doesn’t reflect their day-to-day realities.
- Missed opportunities for process improvement, because the focus stays on replicating old workflows rather than rethinking them.
- Difficulty measuring ROI, since business outcomes aren’t clearly defined or tracked.
The Role of the Business-First Project Manager as a “Quality Broker”
A skilled business-first project manager acts as a bridge between technical teams and business stakeholders. Their role goes far beyond managing timelines and budgets—they ensure that the ERP implementation delivers real business value. Here’s how:
- Translating Needs: Business-first project managers don’t just document what users say they want; they dig deeper to understand the underlying business drivers and pain points.
- Facilitating Communication: They speak the language of both IT and business, ensuring that nothing gets lost in translation between the C-suite, department heads, and frontline users.
- Challenging Assumptions: By asking “why” instead of just “what,” business-first project managers help organizations rethink outdated processes and identify opportunities for improvement.
- Maintaining Momentum: They keep both business and technical teams engaged, ensuring accountability and progress throughout the project lifecycle.
- Ensuring Adoption: Business-first project managers help design training, change management, and support strategies that drive user adoption and long-term success.
When to Bring in a Business-First Project Manager
The most successful ERP projects involve business-first project managers from the very beginning—even during pre-sales discussions. Early involvement allows for:
- Clearer project scoping and more accurate estimates.
- Early identification of potential risks and roadblocks.
- Stronger alignment between business goals and technical solutions.
- Smoother change management and user adoption.
Practical Steps for Implementation Partners
If you’re an ERP implementation partner looking to deliver more value to your clients, consider these steps:
- Engage a project manager early: Don’t wait until requirements gathering—bring them in during discovery and pre-sales.
- Encourage open dialogue: Create forums where business and technical teams can share perspectives and concerns.
- Focus on outcomes: Define success in terms of business results, not just technical milestones.
- Invest in change management: Support your clients with training, communication, and ongoing support to ensure adoption.
Technical expertise is essential for ERP success, but it’s not enough on its own. By integrating project managers into your projects (and don’t forget a strong Business Analyst), you can bridge the gap between technology and business, deliver solutions that truly meet client needs, and build lasting partnerships based on trust and results.
Interested in learning more about how project managers can enhance your ERP projects? Let’s connect.