Successfully implementing an enterprise resource planning platform takes teamwork. Stakeholders across multiple departments must come together to design and implement an end-user-friendly solution that streamlines internal processes, bolsters efficiency and boosts profits. However, assembling such a team is no easy task, as many would-be adopters discover. Last year, analysts from Deloitte asked information technology leaders from around the world to identify the top barriers to ERP implementation. Approximately 44 percent of respondents cited poor team performance as a central roadblock.

With this in mind, organizations intending to put into place functioning, bottom line-building ERP solutions should carefully construct implementation teams, choosing complementary contributors who can help catalyze success. How? Here are some essential strategies for building an effective ERP project group:

Think top down
Team leaders must look to the C-suite for assistance before harnessing IT assets and recruiting talent from other parts of the business, according to Manufacturing Business Technology. Gaining executive sponsorship is absolutely essential, as corner office dwellers not only offer access to company resources but also use their influence to smooth over any internal resistance to change, a variable that more than 80 percent of the participants in the Deloitte survey said derailed implementation. That said, truly getting these individuals on board requires work. 

ERP team originators should develop an extensive proposal that accurately captures the size and scope of the project. Additionally, this document should include technical aspects that tie directly into overarching business goals. Although most business leaders would rather not wade through detailed system specifications, they will certainly appreciate an explanation on how proposed features further sales targets and other growth metrics. On top of that, it is always wise to take into account office politics when developing such proposals, as these seemingly inconsequential factors can slow the system design and roll out process, or result in the the adoption of an ineffective ERP solution, according to Deloitte.

Gain cross-functional allies
In addition to obtaining support from the top, ERP project leaders should survey the lower ranks for engaged operational personnel who can help create functioning system workflows, CIO reported. The individuals tasked with facilitating everyday business processes often provide valuable insight into how features might work in real-time operational scenarios. They can also speak to the user experience, offering up experienced-backed advice on system usability.

How do ERP implementation leaders go about finding people within the operation who can yield actionable information? Most are found executing tactical duties, deploying specialized skills and institutional knowledge to oversee or participate in detailed processes. These professionals know the inner-workings of the business and can share valuable data. Some teams automatically gravitate toward midlevel managers whose internal experiences might seem relevant to platform configuration and deployment. In reality, these individuals often supervise those with more granular understanding of internal tasks.

Recruit core talent
While executives and cross-departmental representatives are certainly important to the implementation process, these staff take a backseat to core ERP executors. The staff members that constitute this group take on most of the actual work, drawing up system specifications, collaborating with vendors and working with fellow employees to ensure adoption goes as planned, according to Panorama Consulting Solutions. Although these individuals are intimately involved in implementing software, it's best that not all of them hail from the IT department. Why? Installing an ERP requires a complete internal transformation, meaning the core team should include invested stakeholders from all parts of the business. 

Because the members within this inner circle can make or break the implementation process, ERP project leaders must work to pinpoint individuals with the appropriate skills and knowledge. What competencies should be on the must-have list? Communication skills are essential, as core team members must effectively collaborate amongst themselves and with external parties throughout the process. Decision-making abilities are also important, especially for those who take official or unofficial leadership roles within the team, according to ERP Focus.

Organizations that can field ERP implementation teams with professionals who embody the archetypes above are well on their way to success. 

Are you putting together a top-level ERP project team looking to transform your business? Contact Accent Software. As a Microsoft businesses solutions partner, we offer the Dynamics NAV platform, the perfect ERP solution for enterprises of all sizes. Learn more about our offerings today.