very good that someone on your team knows someone who knows the candidate or they have had direct contact with them

Fourth, when picking who to lead the team from the partner’s side, you want to find someone who has been a part of several upgrades that have succeeded and failed. That’s right, I said FAILED. As long as they have also been successful; they will have learned from their failures. When choosing this leader, do not be afraid to ask about their mistakes and what they would have done differently. This may save you a trip do

Just to review, in our last article we discussed five things to consider when implementing or upgrading an ERP system.

1. Begin with the end in mind. At the end of your project, you own and will live with the system. You need to control the temporary help you bring in to complete this task.

2. Don’t hand the keys to the implementation partner and walk away. If you do, you may be surprised when you arrive at a destination very different than what you expected. You are paying for it, not them and you must stay involved every step of the way to ensure that the project stays on track.

3. Use a customer solutions oriented provider. In other words, use a provider that will listen to what you want and advise on the pros and cons, but ultimately you are the customer.

4. Find a partner that will extend knowledge transfer to key employees throughout the whole project.

5. Don’t be afraid to make a change in personnel at anytime during the implementation. Often, companies tolerate an ineffective consultant because they are afraid that making a change will slip the project timeline. Remember, that no one is bigger than the game. Fixing a personnel problem may be that critical step to keeping your project on time.

To accomplish this task there are several things to keep in mind.

First you need to provide resources to be full time on the project to oversee your personnel and to be your advocate to the partner

Second, you are going to want people who want to be a part of the project both from your side and your partners. Choose your team wisely; our most successful implementations and upgrades have come when the client and the partner have used what is referred to as “best of breed”. That means you only settle for the very best. This may seem obvious, but the truth is that the very best does not always come on the first try. Sometimes, like any good coach, you need to change your starting line up.

Third, use your team’s ability to find the best talent. Good people attract other good people. Do not be afraid of using your team to investigate a potential candidate. In the end this is a small industry so chances are very good that someone on your team knows someone who knows the candidate or they have had direct contact with them

Fourth, when picking who to lead the team from the partner’s side, you want to find someone who has been a part of several upgrades that have succeeded and failed. That’s right, I said FAILED. As long as they have also been successful; they will have learned from their failures. When choosing this leader, do not be afraid to ask about their mistakes and what they would have done differently. This may save you a trip dow

of the way to ensure that the project stays on track.

3. Use a customer solutions oriented provider. In other words, use a provider that will listen to what you want and advise on the pros and cons, but ultimately you are the customer.

4. Find a partner that will extend knowledge transfer to key employees throughout the whole project.

5. Don’t be afraid to make a change in personnel at anytime during the implementation. Often, companies tolerate an ineffective consultant because they are afraid that making a change will slip the project timeline. Remember, that no one is bigger than the game. Fixing a personnel problem may be that critical step to keeping your project on time.

To accomplish this task there are several things to keep in mind.

First you need to provide resources to be full time on the project to oversee your personnel and to be your advocate to the partner

Second, you are going to want people who want to be a part of the project both from your side and your partners. Choose your team wisely; our most successful implementations and upgrades have come when the client and the partner have used what is referred to as “best of breed”. That means you only settle for the very best. This may seem obvious, but the truth is that the very best does not always come on the first try. Sometimes, like any good coach, you need to change your starting line up.

Third, use your team’s ability to find the best talent. Good people attract other good people. Do not be afraid of using your team to investigate a potential candidate. In the end this is a small industry so chances are very good that someone on your team knows someone who knows the candidate or they have had direct contact with them

Fourth, when picking who to lead the team from the partner’s side, you want to find someone who has been a part of several upgrades that have succeeded and failed. That’s right, I said FAILED. As long as they have also been successful; they will have learned from their failures. When choosing this leader, do not be afraid to ask about their mistakes and what they would have done differently. This may save you a trip do

the project timeline. Remember, that no one is bigger than the game. Fixing a personnel problem may be that critical step to keeping your project on time.

To accomplish this task there are several things to keep in mind.

First you need to provide resources to be full time on the project to oversee your personnel and to be your advocate to the partner

Second, you are going to want people who want to be a part of the project both from your side and your partners. Choose your team wisely; our most successful implementations and upgrades have come when the client and the partner have used what is referred to as “best of breed”. That means you only settle for the very best. This may seem obvious, but the truth is that the very best does not always come on the first try. Sometimes, like any good coach, you need to change your starting line up.

Third, use your team’s ability to find the best talent. Good people attract other good people. Do not be afraid of using your team to investigate a potential candidate. In the end this is a small industry so chances are very good that someone on your team knows someone who knows the candidate or they have had direct contact with them

Fourth, when picking who to lead the team from the partner’s side, you want to find someone who has been a part of several upgrades that have succeeded and failed. That’s right, I said FAILED. As long as they have also been successful; they will have learned from their failures. When choosing this leader, do not be afraid to ask about their mistakes and what they would have done differently. This may save you a trip do

upgrades have come when the client and the partner have used what is referred to as “best of breed”. That means you only settle for the very best. This may seem obvious, but the truth is that the very best does not always come on the first try. Sometimes, like any good coach, you need to change your starting line up.

Third, use your team’s ability to find the best talent. Good people attract other good people. Do not be afraid of using your team to investigate a potential candidate. In the end this is a small industry so chances are very good that someone on your team knows someone who knows the candidate or they have had direct contact with them

Fourth, when picking who to lead the team from the partner’s side, you want to find someone who has been a part of several upgrades that have succeeded and failed. That’s right, I said FAILED. As long as they have also been successful; they will have learned from their failures. When choosing this leader, do not be afraid to ask about their mistakes and what they would have done differently. This may save you a trip do

very good that someone on your team knows someone who knows the candidate or they have had direct contact with them

Fourth, when picking who to lead the team from the partner’s side, you want to find someone who has been a part of several upgrades that have succeeded and failed. That’s right, I said FAILED. As long as they have also been successful; they will have learned from their failures. When choosing this leader, do not be afraid to ask about their mistakes and what they would have done differently. This may save you a trip down the same path.

Fifth, have a plan for knowledge transfer. Don’t assume it will happen, schedule it and insist that it happen. Make sure your team is ready to take over the system when your partner walks out the door.

In the end, the partner is there to lead you through the upgrade or implementation to the other side. Their job is to remove the fear and to help you avoid the pitfalls they have seen other clients fall into.