There is a major debate and some kind of misunderstanding among professionals when it comes to the implementation of Enterprise Resource Planning (ERP). The problem has always centered on the bigger question of who should be in charge of ERP implementation project, the consultant or the client. Many ERP projects have been implemented without difficulty whiles others still wallow in failure. Another consent follows on who should be held responsible, the consultant or the client? This is the question many ponder over, especially among concerned and interest groups.


Know who runs the project

The axis upon which ERP project implementation spins is an effort to get someone who takes charge of the whole process. Many clients resort to consultants who in business terms, have the potential to ensure that the project is successfully installed without difficulty. These consultants mainly execute the program through their clients. Even though the consultant seemingly takes control of the implementation process, ownership of the entire process must be conferred on, mainly by the client.

Begin the Project

Clients must make sure that during the implementation process, they work hand-in-hand with the consultant. This will avoid any misunderstanding with regards to approach and also ensure that both the consultant and the client are on the same level of the implementation strategy. This will also propel the consultant to work better according to the laid down procedure and plan. Clients must therefore take an active part in the implementation of the ERP project, in order to keep things aright from start to the end. This can be achieved by a pre-planning by the client.

Basic implementation procedures

There are five fundamental procedures in the implementation of ERP projects. These procedures are the common procedures used by consultants in carrying out the ERP implementation. They are; introducing the implementation initiative, designing an implementation strategy, implementing the strategy and cutting over to ensure efficiency.These five procedures are however not static for every situation. It may differ from project to project. If these five steps will work better, there must be a better understanding of who is responsible for every part of the implementation. This must be of principal concern.

Teaming up for Success

A successful ERP project implementation always require the synchronization of the efforts of the client and the consultant. At Aqxolt client is the owner of the plan of implementation. This is because he has paid money to engage the services of the consultant. Who then should be at the center of the implementation, the hirer or the hired? The client must therefore own the success of the project implementation since he will be the greatest beneficiary, if the project will smoothly be implemented, as well as the sufferer, if it fails.

In the final analysis, collaboration is the key word. The project manager of the client must work collaboratively with the consultant throughout the implementation process. There must be room for regular communication at all times. Implementation of the ERP project, if not properly done will cause the investment of the client to hit a ‘dry hole’ and lose all the benefits he had hoped for. The right key to success is therefore taking ownership and working in close collaboration with the consultant.