1C:ERP implementation risks. Part 2

The client’s team

(Part 1)

Most implementation projects fail because the client is not prepared to devote enough time to the project and to work on it promptly. Unfortunately, a team cannot simply come in and set everything up. It is the client who must provide the information, make adjustments, test the results, and make key decisions as the project progresses.

That is why, from stage 1 of the project, we pay special attention to the client forming a team of its own employees who take part in the project and are responsible for each area. In other words, we form the client’s project team.

Our methodology lets us see the project through to results, while the client takes part in every stage, stays informed, and can influence the process, and so ends up with exactly what it wanted.
An implementation cannot be limited to the contractor’s team. By outlining the scope of joint work, we effectively set out the rules on which the project’s success depends. Below is a table showing how the company’s employees are involved.

The project sponsor approves final decisions, allocates the budget, and accepts the project as a whole.

The project manager is the administrator of the entire project. For example, the provider has no authority within the client’s company, so an internal project manager is needed who can demand the necessary discipline from their subordinates.

Key users are the owners of the main areas for which we implement the system. They are usually department heads. For example, if we are implementing the finance module, this is the CFO, and so on.

An expert on the system we are migrating from. This is a technical specialist who prepares data in the existing system for transfer to the new one.

IT specialists who work with external systems, grant the necessary access, provide internal tools, and carry out the required server work.

So a well-formed project team on the client side is another key to successful automation.