IT tools enjoy something of a life of fashion. Something new hits the market and becomes the latest must-have, can`t-do-without, mission-critical system. Which invariably prompts business to go out and get one - after all, you can`t move your business forward if you`re behind on the technology front.

But while these tools have real intrinsic value, they can`t simply be implemented without proper forethought, planning and analysis. Businesses need to ask themselves why they need the new system, what specific issues it will help them address, and how it will fit into their existing business structure and systems. Only once these questions have been adequately answered should a business even consider implementing a new system.

This could not be more true of Enterprise Resource Planning (ERP). As a computer-based system that manages and brings uniformity, order and flow to all the resources of a company, it`s hard to think of a business that wouldn`t benefit from what it could offer.

But just because something might add value to your business doesn`t mean that its implementation won`t fail in your organisation if you fail to consider all variables upfront.

The MIS (Management Information Systems) Quarterly Executive Journal points out that one of the main reasons for the failure of ERP projects is the fact that businesses don`t bother to map out their current business process first.

This is critical in helping a business understand what its business processes currently look like, and how and why they might be improved by ERP - which in turn informs the implementation of the system.

Is an out-of-the-box system appropriate or will it need to be customised to suit the specific needs and structure of an organisation? Will the business need to undergo some sort of business process reengineering in order to reap the benefits of the ERP system, and if so will the investment in this offset the rewards gained as a result of ERP? These are just some of the questions that need to be answered before companies implement ERP.

At Quarphix we`re guided by the six-phase approach to ensure optimal success of ERP implementation:

1: Diagnostic: defining the high-level project scope to identify long- and short-term deliverables.

2: Analysis: the business requirements relating to the ERP system are clearly defined and informed by a thorough documentation of current business processes and `pain points`, as well as the changes that the new system may necessitate

3: Design: exact project plans and timelines are specified and a project baseline created before development commences.

4: Development: the system is configured and thoroughly tested to ensure it meets the client`s requirements, before being submitted for User Acceptance Testing to establish its robustness and integrity.

5: Deployment: the system is deployed into the `live` environment. Data is converted, staff are trained and a test environment prepared to confirm that the solution is ready for operation.

6: Operation: the business starts operating the software, closely assisted by Quarphix to ensure smooth transition and change control management.


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