The success of any implementation is never guaranteed: challenges seem to lurk around every corner. However, as indicated in a previous blog (Structuring a Global Implementation), there are ways to anticipate and address these challenges before they materialize. The implementation has a strong chance for success with a properly structured team, best practice solutions, and standardized business processes.

But what about the rollout? What about that phase after much of the hard work has been done, changes have been fought over and agreed to, and surprises have been uncovered and addressed in testing? After all the headache and heartache (and heartburn), isn’t it better to ‘get it over with and not prolong the pain to the enterprise and go ‘Big Bang’ as opposed to a Phased Approach? 

The implementation rollout can be done in either a big-bang approach or a phased manner. The big bang approach, which implies putting together the entire system in one stroke across the organization, is possible for mature companies with previous experience in similar projects and capable of managing substantial organizational changes. 

In a phased implementation, a pilot run is conducted at a pre-selected site, and after stabilization and lessons learned, it is rolled out for other locations. Learning from the initial deployment can be applied to subsequent deployments. Using a train-the-trainer approach, trainers for subsequent deployments can get hands-on experience in current implementations.

 The global template will be continuously modified to incorporate local statutory requirements. The phased approach is manageable and less risky for many organizations. It is also important to sequence the ERP module implementations and align them to the company’s business objectives.

Some of the factors influencing the above approach decision are:

·         Availability of resources and capital

·         Time horizon on Return on Investment

·         Impact of customers/vendors

·         Limitations of current legacy systems

Availability of resources and capital will dictate how far you can ‘stretch’ your implementation team. Your time horizon for ROI is the guideline for determining ‘how long this should take (if done correctly, it has factored into your rollout approach). Your implementation strategy should mitigate the impact on your customers and vendors (ensuring customers are billed, cash is collected, and vendors get paid). The limitations of your current legacy systems imply that they are either slated to be retired or can no longer be supported, either from an IT or a usability standpoint. 

Project rollout can come when most of your resources have ‘implementation fatigue.’ Its significance is often overlooked:  all the hard work is done—now it’s time for a handoff, right? But, obviously, more to it, which tends to favor phasing your rollout in a way that best meets the demands of the enterprise.