ERP Implementation Team: Get the Right Experts in 2025 Now!
NOEL BENJAMIN D'COSTA
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A company I worked with had two ERP implementations running at the same time—one on SAP, the other on Oracle. The Oracle project had 4,500 people working on it. The SAP project? 38. One system went live smoothly. The other was a never-ending disaster. The difference was the team.
ERP implementation isn’t about software. It’s about getting the right people in place. If you hire the wrong team, your project will drag on for years, costs will spiral out of control, and employees will hate the system before they even touch it.
This question comes up in most SAP projects I lead. After over 20 years of System Implementation of SAP, I can tell you having the right team and implementing the right team structure makes or breaks your project.
So, who do you need on an ERP implementation team?
- Project Sponsor – Someone high up who clears roadblocks and keeps leadership engaged.
- Project Manager – Keeps the project on track, makes sure tasks are completed, and manages risks.
- Business Process Owners – They know how things actually work inside the company and ensure the system fits real-world needs.
- ERP Consultants – Technical and functional experts who configure the system properly. The good ones will push back on bad decisions.
- Change Management & Training Lead – Without them, no one will use the system properly, and adoption will fail.
- Data Migration Team – Cleans and moves data from the old system to the new one. If they mess up, expect a disaster.
Skipping any of these roles is asking for trouble. Have you seen an ERP project go off the rails? Drop your experiences below—I’d love to hear how your team handled it. Having the right SAP ERP Consultant is extremely important.
10 Key Takeaways: ERP Implementation Team – Get the Right Experts in 2025 Now!
A weak ERP implementation team will sink the project. The software isn’t the problem—bad hiring and poor planning are.
You need a strong project sponsor. Without leadership backing, budgets get cut, priorities shift, and deadlines get ignored.
Your project manager can make or break everything. They need to know how to manage ERP projects, not just general IT rollouts.
Business process owners are the bridge between IT and reality. If you don’t have them involved, you’ll end up with a system nobody can actually use.
Good consultants push back. If your ERP consultants agree with everything, they’re not experts—they’re just billing hours.
Training isn’t optional. If users don’t understand the system, expect chaos when you go live.
Data migration needs its own team. Bad data in the new system leads to bad decisions, operational issues, and frustrated users.
Testing isn’t just an IT thing. End users need to test the system and confirm it actually works for daily operations.
Communication is everything. If employees don’t know what’s changing and why, they’ll resist it. And when they resist, the project fails.
Cut corners on the team, and you’ll pay for it later. Missed deadlines, budget overruns, and a system nobody trusts.
What does an ERP Implementation Team Actually Do?
ERP projects fail for the same reason over and over—bad teams. You can pick the best software in the world, but if you don’t have the right people running the show, expect delays, budget overruns, and a system that nobody trusts.
So, what does an ERP implementation team actually do? They make sure your business doesn’t stop or come to a halt while transitioning to the new system. If they get it wrong, you’ll be stuck fixing problems for years.
1. Project Sponsor: The One Who Clears the Path
This is the Executive-level person who ensures leadership stays engaged. They approve budgets, remove roadblocks, and stop the project from dying when priorities shift. Without them, ERP projects get derailed fast.
2. Project Manager: The One Who Keeps Everything on Track
ERP implementation isn’t just another IT project. A good ERP project manager knows the risks, understands the pressure, and keeps everyone accountable. If they’re weak, deadlines get missed, and the project drags on forever.
3. Business Process Owners: The Ones Who Know How Things Actually Work
IT doesn’t run your business. Operations, finance, procurement, and HR do. Business process owners are the ones who make sure the system works for real-world processes—not just on paper. Ignore them, and your ERP won’t match how your company actually operates.
4. ERP Consultants: The Experts Who Should Push Back
A good consultant will challenge bad decisions. If your consultants agree with everything and never push back, they’re not experts—they’re just billing hours. The best ones help you avoid mistakes before they cost you millions.
5. Change Management & Training: The People Who Prevent Confusion
No matter how good your system is, people will resist it if they don’t understand it. This team makes sure employees actually know how to use the system. Without them, your ERP will become an expensive mess nobody wants to touch.
6. Data Migration Team: The Ones Who Stop Bad Data from Ruining Everything
ERP is only as good as the data inside it. If you bring over bad, outdated, or duplicate data, expect headaches. If you think data migration is an IT problem, you’re already in trouble.
Cut corners on your ERP implementation team, and you’ll regret it later. Have you seen an ERP project crash because the wrong people were in charge? Drop your experiences below—I’d love to hear how it played out.
What Does an ERP Implementation Team Focus on (Based on SAP Activate)?
ERP projects go wrong when teams skip steps, rush decisions, or ignore red flags. SAP Activate exists for a reason—it’s a structured process that keeps things on track. If your ERP implementation team follows it properly, you’ll avoid delays, budget overruns, and frustrated employees who refuse to use the system.
1. Discover – What Are We Actually Fixing?
Before anything starts, your team needs to map out what’s working, what’s broken, and what needs to change. This means talking to the people who actually use the system every day—not just executives. If leadership signs off on an ERP project without fully understanding the impact, you’re already in trouble.
2. Prepare – Get Your Team and Strategy in Place
This is where the real planning happens. You need to set up governance, define roles, and make sure everyone knows their responsibilities. Lock in the right consultants, figure out how you’ll migrate data, and establish a solid testing plan. If you cut corners here, expect delays, rework, and unexpected costs down the road.
3. Explore – Can SAP Actually Handle Your Business?
Your business team and IT need to sit down and compare SAP’s standard processes to how your company actually operates. There will be gaps—there always are. The key is deciding whether you adapt your business to SAP or customize the system (which can get expensive fast). The worst mistake? Ignoring gaps until it’s too late.
4. Realize – Build, Test, Break, Fix
Now the system gets configured, data gets migrated, and users start testing. If real users aren’t involved in testing, expect massive complaints at go-live. A strong ERP team finds issues now instead of scrambling to fix them later.
5. Deploy – Go Live Without Chaos
Going live isn’t just flipping a switch. Your team has to manage cutover, train employees, and be ready for last-minute issues. If testing was done right, go-live will be stressful but manageable. If it wasn’t? Expect panic, confusion, and late-night crisis calls.
Your ERP implementation team either sets you up for success or leaves you cleaning up a mess for years. Have you seen an ERP project go off the rails?
What Should Be the Size of the ERP Implementation Team?
ERP projects don’t fail because of the software—they fail because of poor planning, bad decisions, and teams that are either too small to keep up or too big to move quickly.
So, how many people do you actually need? It depends on size and complexity. Each team member follows the SAP implementation methodology while working with your business process owners. This creates clear accountability and helps track project success factors. The SAP Activate Methodology acts as the common language.
Small Businesses (Under 500 Employees, Single Location)
- Team Size: 10-25 people
- Complexity: Low (Mostly standard SAP functionality, minimal customization)
- Key Roles:
- Project Sponsor – A senior leader who clears roadblocks.
- Project Manager – Keeps the project running on schedule.
- Business Process Owners – People from finance, HR, supply chain, and IT who understand how the company works.
- A few ERP Consultants – Functional and technical experts to configure SAP.
- Data Migration Lead – Ensures clean data is moved properly.
- Training Lead – Prepares employees for the new system.
A small business ERP project should be lean, focusing on adoption over customization.
Mid-Sized Companies (500-5,000 Employees, Multiple Locations)
- Team Size: 30-75 people
- Complexity: Medium (More integrations, some customization, multiple locations)
- Key Additions:
- Dedicated IT and Infrastructure Team – For integrations with legacy systems.
- More Business Process Owners – Covering different regions/departments.
- Change Management Team – To drive adoption across multiple locations.
Mid-sized projects fail when key users aren’t involved in decisions early enough. The right mix of business and IT ensures the system actually works.
Large Enterprises (5,000+ Employees, Global Operations)
- Team Size: 100-500+ people
- Complexity: High (Heavily customized SAP, multiple integrations, strict compliance needs)
- Key Additions:
- Multiple Project Managers – One global lead plus regional leads.
- Dedicated Data Governance Team – Managing complex data migration across multiple systems.
- Security & Compliance Experts – Ensuring SAP meets regulatory requirements in different countries.
- Testing & QA Team – Validating the system before go-live to prevent global disruptions.
Composition of an ERP Implementation Team
| Business Type | Team Size | Complexity | Key Roles |
|---|---|---|---|
| Small Businesses (Under 500 Employees, Single Location) | 10-25 people | Low (Mostly standard SAP functionality, minimal customization) |
|
| Mid-Sized Companies (500-5,000 Employees, Multiple Locations) | 30-75 people | Medium (More integrations, some customization, multiple locations) |
|
| Large Enterprises (5,000+ Employees, Global Operations) | 100-500+ people | High (Heavily customized SAP, multiple integrations, strict compliance needs) |
|
| Implementation Type | Cost | Team Composition |
|---|---|---|
| Small Implementations | $5M |
|
| Medium Implementations | $5M - $20M |
|
| Large Implementations | $20M+ |
|
The bigger and more complex the company, the more structure your team needs. Have you worked on an ERP project where the team size didn’t match the complexity?
Other Topics of Interest
ERP Implementation Team vs. Partner Implementation Team
Getting an ERP system live isn’t just about hiring a vendor and hoping for the best. There are two teams involved, and if they don’t work together, your project is in trouble.
ERP Implementation Team (Your Internal Team)
This is your team—the people who actually run your business. They know the day-to-day operations, the pain points, and how things really work (not just how they should work). Their job is to:
- Define business processes – SAP or Oracle doesn’t automatically fit your business. Your team needs to decide what works and what needs adjustment.
- Make key decisions – If your internal team isn’t involved, expect a system full of unnecessary configurations.
- Provide real-world testing – The system might work in theory, but your users will tell you if it works in reality.
Partner Implementation Team (Your Consultants/Vendor)
This team brings technical expertise—but they don’t know your business. Their job is to:
- Configure and customize the system based on what your ERP team decides.
- Migrate your data without corrupting years of financial, HR, and supply chain history.
- Provide training so employees can actually use the system, not just watch demo videos.
Where ERP Projects Fail
If your internal team relies too much on the partner, you’ll end up with a system that doesn’t match your business needs. If the partner isn’t aligned with your team, you’ll face delays and rework.
Your ERP implementation team drives the project. The partner helps make it happen. If either side is weak, expect problems.
To bring the SAP ERP Implementation team together, you need to follow the SAP Implementation Methodology Steps
If you want your ERP Implementation Team to work as a unit, you need a structured approach. That’s where the SAP Implementation Methodology steps come in. This isn’t about just following a checklist—it’s about making sure everyone knows their role, the timelines, and what success looks like.
Project Preparation – This is where you set expectations. Who’s doing what? What’s the budget? What’s the timeline? Get everyone aligned before you even touch the system. If leadership isn’t on board, fix that now.
Business Blueprint – You can’t configure what you don’t understand. Sit down with Finance, HR, and Procurement and document their processes. What’s staying? What’s changing? If you skip this, expect chaos later.
Realization – Now your team builds the system. Functional consultants configure the processes, developers handle customizations, and testers start breaking things early. Don’t assume everything is working just because the system lets you click “next.”
Final Preparation – Your ERP Implementation Team should be running test scenarios, training users, and making sure data is clean. If reports don’t match expected numbers, find out why now—not after go-live.
Go-Live & Support – The real test. Users will struggle, issues will come up, and the team needs to be ready. Stay engaged, track problems, and fix them fast.
Skipping any of these steps means more work later. You don’t want a last-minute scramble before go-live. Keep your team focused, work through the methodology, and give your SAP implementation the best shot at success.
What are the Roles of an ERP Implementation Team?
An ERP project is too big for one team to handle alone. You need experts in different areas to keep things running smoothly. Here’s how the team breaks down:
1. Leadership & Governance
These people set the direction and make sure the project gets the resources it needs.
- Executive Sponsor – Clears roadblocks, secures funding, and keeps leadership engaged.
- Steering Committee – A group of executives who make key decisions when conflicts arise.
- Business Process Owners – Decision-makers from Finance, HR, Procurement, and Supply Chain who define how the ERP should work.
1. Executive Sponsor
✅ What You Should Do
- Set the Tone – If you’re not taking the project seriously, no one else will. Show your commitment.
- Keep the Business Engaged – The ERP Implementation Team can’t do this alone. Make sure leaders from all departments stay involved.
- Clear Roadblocks Fast – If budget, approvals, or priorities are slowing things down, step in and fix it.
- Push for Real Process Change – A new system won’t fix bad processes. Support real improvements, even when they’re uncomfortable.
- Make Hard Decisions – When conflicts arise between departments, step in and decide. Don’t let them drag on.
- Back the Project Team – If your team is constantly fighting for buy-in, they’ll never get the job done. Support them publicly.
- Ask the Right Questions – Focus on business outcomes, risks, and major roadblocks—not technical details.
- Own the Success (and Failures) – You’re responsible for the project. If it fails, it’s on you, not just IT.
❌ What You Shouldn’t Do
- Ignore the Team – The ERP Implementation Team needs access to you. If they can’t reach you, problems pile up.
- Change Priorities Every Week – Scope creep kills projects. Lock in the plan and stick to it.
- Micromanage the System – You don’t need to know how every report is built. Let your experts handle it.
- Cut Corners on Training – If users don’t know how to use the system, they’ll blame the ERP, not the lack of training.
- Disappear After Go-Live – Stabilization takes time. Stay engaged until things are running smoothly.
2. Steering Committee
What a Steering Committee Should and Shouldn’t Do in an ERP Implementation
✅ What You Should Do
- Set Clear Direction – The Project Team needs guidance on priorities, not vague goals. Define what success looks like.
- Make Decisions Fast – Delayed approvals slow everything down. If a decision is stuck, fix it.
- Resolve Conflicts – Departments will fight over budgets, priorities, and processes. Step in and settle disputes.
- Hold Leadership Accountable – If key stakeholders aren’t engaged, call it out. This isn’t just an IT project.
- Ask the Right Questions – Focus on business impact, risks, and adoption—not system configurations.
- Stay Engaged – Meeting once a month isn’t enough. Track key milestones, review risks, and push for action when needed.
- Support Change Management – Employees will resist the new system. Make sure leadership is driving adoption.
- Back the Project Team – If they’re constantly fighting internal politics, they won’t have time to deliver the system.
❌ What You Shouldn’t Do
- Micromanage the Project Team – Your job is oversight, not execution. Trust the experts.
- Ignore Red Flags – If issues keep coming up in meetings, don’t just discuss them. Act on them.
- Change Priorities Constantly – An ERP needs a stable roadmap. If you keep shifting focus, expect delays and extra costs.
- Leave Everything to IT – Business leaders must drive the project. If they don’t, expect a system no one wants to use.
- Disappear After Go-Live – Stabilization takes time. If you check out too soon, small issues will turn into major problems.
3. Business Process Owners
What Business Owners Should and Shouldn’t Do in an ERP Implementation
✅ What You Should Do
- Own the Project, Don’t Outsource the Responsibility – The ERP will change how your business runs. Stay involved.
- Make Sure the ERP Implementation Team Has What They Need – If they’re asking for time, resources, or decisions, don’t delay.
- Define What Success Looks Like – Be clear on key outcomes. Faster order processing? Better inventory control? Pick what matters.
- Get Your Team On Board Early – Employees will resist change. If leadership isn’t pushing adoption, the project will fail.
- Clean Up Your Data Before Migration – Bad data in your old system will create problems in the new one. Fix it now.
- Challenge Vendors and Consultants – Don’t take everything they say at face value. Ask hard questions.
- Plan Beyond Go-Live – You won’t get everything right at launch. Budget for fixes and improvements.
❌ What You Shouldn’t Do
- Expect the ERP to Fix Broken Processes – A system automates what you already do. If the process is bad, the system will just make it worse.
- Ignore the ERP Implementation Team – If you don’t stay engaged, don’t be surprised when the system doesn’t match your needs.
- Change Scope Every Week – Every new request adds cost and delays. Lock in requirements early.
- Rush Training – If your team doesn’t know how to use the system, they’ll find workarounds or just won’t use it.
- Go Cheap on Implementation – A failed ERP costs far more than doing it right the first time.
2. Program Management
This team keeps everything moving on schedule.
- Program Manager – Oversees the entire implementation, making sure all teams stay aligned.
- Project Manager – Manages day-to-day tasks, deadlines, and risks for each phase of the ERP rollout.
- Change Management Lead – Prepares employees for the new system and drives adoption.
1. Program Manager
What a Program Manager Should and Shouldn’t Do in an ERP Implementation
✅ What You Should Do
- Keep Everyone Aligned – The entire ERP Implementation Team, executives, and business units must be on the same page. No surprises.
- Manage Scope Like Your Life Depends on It – Every new request adds cost, complexity, and delays. Push back when needed.
- Be the Bridge Between Business and IT – The system needs to work for the business, not just IT. Translate between both sides.
- Track Risks, Not Just Tasks – Delays, data issues, and resistance to change will happen. Call out risks early before they turn into disasters.
- Hold Vendors and Consultants Accountable – They’ll overpromise. Make sure they deliver.
- Push for Process Improvements – Don’t just automate bad processes. Challenge teams to rethink how they work.
- Get Honest Updates from the Team – If people are sugarcoating problems, they won’t get fixed in time.
- Plan for Post-Go-Live – Stabilization is a phase, not a moment. Expect issues and have a team ready to fix them.
❌ What You Shouldn’t Do
- Assume the Plan Will Stay Intact – No ERP goes exactly as planned. Expect changes and adjust.
- Ignore Change Management – A great system won’t matter if users don’t adopt it. Training isn’t optional.
- Micromanage the ERP Implementation Team – Set direction, track progress, but don’t get in the way.
- Underestimate Data Migration – Dirty data will wreck your go-live. Make sure it’s clean and validated.
- Think Go-Live Means “Done” – The real work starts when people begin using the system.
2. Project Manager
What a Project Manager Should and Shouldn’t Do in an ERP Implementation
✅ What You Should Do
- Own the Schedule – If you’re not tracking deadlines, no one else will. Keep everyone accountable.
- Manage Scope Aggressively – Every extra request slows the project down. Push back on unnecessary changes.
- Get the Right People Involved – The ERP Implementation Team needs input from business users, not just IT. Make sure they’re engaged.
- Track Risks, Not Just Tasks – Issues will happen. If you’re only looking at completed tasks, you’re missing the real dangers.
- Make Sure Decisions Get Made – If something is stuck, escalate it. The worst delays happen when people avoid decisions.
- Work Closely with Vendors – Hold them to their promises. If they fall behind, make them fix it.
- Prioritize Communication – Status reports should be clear, honest, and focused on risks. No fluff.
- Push for Clean Data – A smooth go-live depends on it. Work with the business to validate everything.
❌ What You Shouldn’t Do
- Micromanage the Team – You don’t need to approve every small decision. Let the experts do their job.
- Ignore Training Needs – If users don’t know how to use the system, the project will fail. Training is non-negotiable.
- Overpromise on Timelines – Be realistic. Rushing leads to mistakes that cost more later.
- Assume Vendors Have Everything Under Control – They don’t. Track their work closely.
- Disappear After Go-Live – The first few months after launch are critical. Stay involved to fix issues fast.
3. Change Management Lead
What a Change Management Lead Should and Shouldn’t Do in an ERP Implementation
✅ What You Should Do
- Make Change Real – People don’t resist systems. They resist change. Show them what’s in it for them.
- Work Closely with the ERP Implementation Team – You need to know what’s coming so you can prepare users before it happens.
- Get Leadership Actively Involved – If executives aren’t driving change, don’t expect employees to care.
- Build a Clear Communication Plan – Tell people what’s happening, why, and what they need to do. Then tell them again.
- Prioritize End-User Training – The best system in the world won’t work if no one knows how to use it.
- Address Resistance Head-On – Some people will push back. Find out why and deal with it early.
- Create Super Users – Train key people in each department so employees have someone to turn to when they need help.
- Plan for Change Fatigue – ERP projects take time. People will get tired of hearing about it. Keep the message fresh.
❌ What You Shouldn’t Do
- Rely Only on Emails and PowerPoints – Real change happens through conversations, not just slides.
- Ignore Frontline Employees – If the people using the system every day aren’t on board, the project fails.
- Let Training Be an Afterthought – Don’t wait until the last minute. Start early and make it hands-on.
- Assume One Message Fits All – Finance, HR, and warehouse teams all have different needs. Customize communication for each group.
- Disappear After Go-Live – Change doesn’t stop when the system goes live. Be there to support people when they start using it for real.
3. Technical Team
These are the hands-on IT experts who install, integrate, and maintain the system.
- Solution Architect – Designs the ERP system and ensures all components work together.
- Developers – Customize and extend ERP functionality where needed.
- Integration Specialists – Ensure data flows smoothly between ERP and other systems (CRM, HR, Finance, etc.).
- Security & Compliance Team – Ensures system security, user access, and compliance with regulations.
1. Solution Architect
What a Solution Architect Should and Shouldn’t Do in an ERP Implementation
✅ What You Should Do
- Design for the Business, Not Just IT – You need to create a system that works for end users, not just one that looks good on paper.
- Understand the Business Processes First – Before touching system configurations, figure out how the business actually operates.
- Simplify Where Possible – Just because something can be customized doesn’t mean it should be. Keep things standard when you can.
- Make Integration a Priority – ERP doesn’t live in a bubble. Plan for how it connects to finance, HR, CRM, and third-party tools.
- Think About Performance and Scalability – If the system can’t handle real-world data loads, expect complaints fast.
- Work Closely with Functional Leads – Make sure your design works for finance, HR, supply chain, and every other impacted area.
- Do Your Security and Compliance Assessments Early – Fixing security gaps later is painful and expensive. Start early so that you don’t encounter situations of panic.
- Document Everything – Someone else will maintain this system in the future. Don’t leave them guessing.
❌ What You Shouldn’t Do
- Overcomplicate the System – Customizations sound great until they create maintenance issues.
- Ignore End-User Experience – A solution that looks good in theory but is painful to use will fail.
- Design in Isolation – You need input from business users, IT, and vendors. Don’t assume you know it all.
- Forget About Data Migration – The best architecture in the world is useless if the data is bad.
- Think Go-Live is the Finish Line – You’re building something that needs to work for years. Plan for long-term support and improvements.
2. Technical Architect
What a Technical Architect Should and Shouldn’t Do in an ERP Implementation
✅ What You Should Do
- Design for Performance, Not Just Functionality – A system that works in testing but crashes under real workloads is useless.
- Keep the Architecture Scalable – The team needs a system that grows with the business. Don’t box them into something that won’t last.
- Work Closely with Infrastructure Teams – Cloud, on-prem, hybrid—whatever the setup, make sure it’s optimized.
- Think About Security from Day One – If security gets added last, expect gaps that will be hard to fix later.
- Plan for Integration Early – The ERP won’t live in isolation. Finance, HR, procurement, and third-party tools all need to connect.
- Ensure Data Migration is Handled Correctly – Bad data ruins go-lives. Work with functional teams to clean and validate it.
- Optimize Custom Development – If something can be handled with configuration instead of code, go for the simpler option.
- Document System Architecture Clearly – Someone else will maintain this after go-live. Don’t make them reverse-engineer everything.
❌ What You Shouldn’t Do
- Over-Engineer the Solution – Complexity adds cost and risk. Keep it as simple as possible.
- Ignore End-User Experience – Slow systems, clunky UI, and performance lags lead to frustration and workarounds.
- Neglect System Monitoring – Once the system is live, performance tracking and error handling must be in place.
- Assume the Vendor Has It Covered – Vendors will sell you their best-case scenario. You need to test how it actually works.
- Forget About Long-Term Maintenance – Whatever you build, someone will need to support and update it. Make that easy.
3. ABAP or BTP Developers
What an ABAP or BTP Developer Should and Shouldn’t Do in an ERP Implementation
✅ What You Should Do
- Write Clean, Efficient Code – The ERP Implementation Team doesn’t need overcomplicated solutions. Keep it simple and maintainable.
- Use Standard SAP Best Practices – If SAP already has a standard way to do something, use it. Don’t reinvent the wheel.
- Optimize for Performance – Slow programs frustrate users. Test and refine your code to keep it running fast.
- Follow Security Guidelines – Hardcoded credentials, open APIs, or poorly secured extensions will cause problems later.
- Test Everything with Real Data – Unit tests are great, but real-world scenarios will show where things break.
- Document Your Work – Someone else will support your code in the future. Make sure they don’t have to guess how it works.
- Work Closely with Functional Consultants – Your code needs to match business requirements, not just technical specs.
- Plan for Future Scalability – The system will grow. Make sure your code can handle more users, data, and integrations.
❌ What You Shouldn’t Do
- Overcustomize Everything – Custom code should be the last resort, not the first option.
- Ignore SAP Updates and Compatibility – Your solution needs to work with future SAP releases, not just the current version.
- Skip Code Reviews – Having another developer review your work will save headaches later.
- Neglect Error Handling – If something goes wrong, users need clear messages, not cryptic dumps.
- Forget About Performance in Cloud Environments – BTP solutions should be optimized for API calls, scalability, and cost efficiency.
- Assume Users Will Figure It Out – If the UI isn’t intuitive, they’ll avoid using it or find workarounds.
4. Integration Specialists
What an Integration Specialist Should and Shouldn’t Do in an ERP Implementation
✅ What You Should Do
- Understand the Business First – The SAP project Team needs integrations that make sense for the business, not just IT.
- Map Data Flows Clearly – Know exactly what data is moving, where it’s going, and who needs access.
- Use Standard Connectors When Possible – SAP, Oracle, and other ERP systems have pre-built options. Use them instead of coding everything from scratch.
- Test Integrations with Real Data – Dummy data won’t always expose real issues. Run tests with actual business data before go-live.
- Plan for Error Handling – Something will fail at some point. Make sure there’s a way to catch and fix integration errors fast.
- Monitor Performance – Slow integrations kill efficiency. Optimize APIs, data transfers, and batch jobs.
- Work Closely with Security Teams – Make sure sensitive data is protected, especially when connecting external systems.
- Document Everything – If someone else needs to troubleshoot an issue six months from now, they shouldn’t have to reverse-engineer your work.
❌ What You Shouldn’t Do
- Assume Every System Speaks the Same Language – Data formats, APIs, and authentication methods vary. Validate everything upfront.
- Build Everything from Scratch – If a pre-built integration or middleware tool works, use it. Don’t overcomplicate.
- Ignore Data Validation – Bad data in one system will cause chaos in another. Build checks and balances.
- Leave Performance Testing for Last – Find bottlenecks before users complain. Large data transfers need to be optimized.
- Forget About Future Upgrades – ERPs evolve. Make sure your integrations won’t break after the next update.
- Treat Integration as an Afterthought – It’s not just connecting systems. If the data flow isn’t right, the entire process fails.
5. Security and Compliance Team (GRC)
What a Security and Compliance Specialist (GRC) Should and Shouldn’t Do in an ERP Implementation
✅ What You Should Do
- Set Up Role-Based Access from Day One – The SAP system needs clear rules on who can access what. Don’t leave this for later.
- Ensure Segregation of Duties (SoD) – No single user should have unchecked control over finance, procurement, or payroll. This prevents fraud.
- Work with Business Teams, Not Just IT – Security isn’t just a technical issue. The business needs to approve access policies.
- Enforce Strong Authentication Methods – Multi-factor authentication (MFA) isn’t optional, especially for sensitive transactions.
- Monitor User Activity – Track who accesses what, especially in financial and HR modules. Set up alerts for unusual activity.
- Make Compliance a Priority – Align with GDPR, SOX, ISO 27001, or any regulatory requirements your company follows.
- Run Security Audits Before Go-Live – A missed security gap can cost millions. Test access controls before launch.
- Plan for Ongoing Monitoring – Compliance isn’t a one-time thing. Build reporting tools to flag risks continuously.
❌ What You Shouldn’t Do
- Give Admin Access to Too Many People – The fewer superusers, the better. Every extra admin is an added risk.
- Ignore Vendor Security Risks – If your ERP integrates with third-party apps, make sure they follow security best practices.
- Rely on Default System Settings – ERP security settings out of the box aren’t always strong enough. Configure them properly.
- Skip End-User Security Training – Most breaches happen because of human error. Make sure users understand phishing, password policies, and access risks.
- Assume Compliance Means Security – Just because you check the boxes for an audit doesn’t mean the system is truly secure.
- Forget About Data Encryption – Sensitive data should be encrypted, whether it’s at rest or in transit.
- Disappear After Go-Live – Security must be monitored continuously. If you stop tracking risks, something will break.
4. Functional Team
These people make sure the ERP meets business needs before it goes live.
- Functional Consultants – Experts in ERP modules (Finance, Procurement, HR, etc.) who configure the system.
- Business Analysts – Translate business needs into ERP requirements.
- Trainers – Ensure employees know how to use the system before go-live.
1. ERP Functional Consultants (HR, Finance and Procurement)
What a Functional Lead (HR, Finance, and Procurement) Should and Shouldn’t Do in an ERP Implementation
✅ What You Should Do
- Own Your Process, Not Just the System – The ERP won’t fix broken workflows. If your process is inefficient, clean it up before go-live.
- Work Closely with the ERP Implementation Team – IT can configure the system, but they don’t know how HR, Finance, or Procurement really operate. Your input is critical.
- Make Sure Requirements Are Clear – If you don’t define what you need, you’ll get what someone else thinks you need.
- Validate Data Before Migration – Payroll errors, duplicate vendors, and bad financial data will cause chaos if they go live in the new system.
- Train End Users Early – People don’t like change. Give them time to get used to the system before they have to use it.
- Test the System with Real Scenarios – Don’t just check if screens load. Run actual transactions and reports to see if the system works as expected.
- Challenge Customizations – If a request adds complexity without real value, push back. Keep it simple.
- Plan for Go-Live Support – Users will struggle at first. Have super users ready to help.
❌ What You Shouldn’t Do
- Assume IT Will Handle Everything – They can configure the system, but they can’t decide how your business should operate.
- Skip User Feedback – If the people who do the work every day aren’t involved, expect resistance later.
- Request Every Feature Possible – More features mean more risk, more cost, and more delays. Focus on what matters.
- Ignore Reporting Needs – If leadership can’t get the data they need, the project failed. Make sure reports are accurate and useful.
- Think Go-Live is the End – The first few months after launch are critical. Stay engaged to make sure everything works in practice.
2. ERP Business Analyst
What a Business Analyst Should and Shouldn’t Do in an ERP Implementation
✅ What You Should Do
- Bridge the Gap Between Business and IT – The Project team needs clear requirements, not vague business jargon.
- Document Everything Clearly – If a requirement isn’t written down, it doesn’t exist. Make sure nothing gets lost in translation.
- Ask the Right Questions – “Why do you need this?” is just as important as “What do you need?” Challenge assumptions.
- Work Closely with End Users – The system is for them, not just executives. Get their input early.
- Validate Business Processes Before Configuration – If the current process is broken, the new system won’t fix it. Identify what needs to change.
- Ensure Reporting Needs Are Captured – If the ERP can’t produce the right reports, the project will fail. Confirm what leadership needs upfront.
- Test the System Like an End User – Click every button, enter real scenarios, and check for missing functionality.
- Communicate Regularly – Keep stakeholders updated on progress, changes, and issues. No surprises.
❌ What You Shouldn’t Do
- Just Gather Requirements Without Questioning Them – Not everything the business wants is necessary. Focus on what’s essential.
- Assume IT Understands the Business Side – They don’t. It’s your job to explain why a feature matters.
- Ignore Data Requirements – If fields are missing or reports don’t pull the right data, expect problems at go-live.
- Overcomplicate Processes – The ERP should simplify work, not make it harder. Keep workflows as clean as possible.
- Forget About User Training – If users don’t understand how the system works, they won’t use it correctly.
- Disappear After Requirements Are Gathered – You need to be involved through testing, training, and go-live to make sure everything works.
3. Functional ERP Trainers
What a Functional Trainer Should and Shouldn’t Do in an ERP Implementation
✅ What You Should Do
- Train for the Real World, Not Just the System – The ERP Implementation Team needs users to understand how to do their jobs, not just where to click.
- Make Training Hands-On – Watching a demo isn’t enough. People need to perform tasks themselves to learn.
- Keep It Simple – Users don’t need to know every configuration setting. Focus on what they actually use.
- Adapt to Different User Groups – Finance, HR, and procurement all use the system differently. Tailor training for each team.
- Create Clear, Step-by-Step Guides – Screenshots, checklists, and simple instructions help people after training ends.
- Encourage Questions – If people don’t ask questions, they’re probably lost. Make training interactive.
- Test the System Yourself – If you don’t know how it works, you can’t train others effectively.
- Provide Post-Go-Live Support – Users will forget things once they start using the system. Be available to help.
❌ What You Shouldn’t Do
- Rush Through Training – If users don’t understand the system, expect mistakes and resistance.
- Use Too Much Jargon – Most users don’t care about technical terms. Explain things in plain language.
- Ignore Common User Errors – If people keep making the same mistakes, adjust your training to fix the issue.
- Assume One Session is Enough – People learn at different speeds. Offer follow-up training.
- Skip Role-Based Scenarios – Users need to practice real tasks, not just generic system navigation.
- Disappear After Training – Be available for questions and refresher sessions after go-live.
4. ERP Subject Matter Experts
What an ERP Subject Matter Expert (SME) Should and Shouldn’t Do in an ERP Implementation
✅ What You Should Do
- Be the Voice of the Business – The overall project team needs your expertise to make sure the system works for real users.
- Define Processes Clearly – If a process is unclear, the system will be too. Document exactly how things should work.
- Help Translate Business Needs into System Requirements – IT doesn’t always understand how finance, HR, or procurement actually operate. Bridge that gap.
- Test the System with Real Scenarios – Don’t just check if it works. Run through actual business cases to make sure nothing is missing.
- Speak Up When Something Isn’t Right – If a feature isn’t working or a process doesn’t make sense, flag it before go-live.
- Support Change Management – People will resist the new system. Help them understand why the change matters.
- Validate Reports and Data – If reports are wrong, leadership will lose trust in the system. Double-check them before launch.
- Stay Engaged After Go-Live – Users will have issues in the first few months. Be there to help troubleshoot.
❌ What You Shouldn’t Do
- Expect IT to Handle Everything – The system is only as good as the business input it gets. Stay involved.
- Focus Only on Your Department – ERP systems connect multiple functions. Make sure your processes work with others.
- Assume Training Will Solve Everything – If a process is too complicated, users won’t follow it. Simplify where possible.
- Ignore Data Quality – Bad data leads to bad decisions. Make sure your department’s data is clean before migration.
- Disappear After User Acceptance Testing (UAT) – Just because testing is done doesn’t mean your job is. Stay involved for post-go-live support.
5. Data & Migration Team
If bad data goes in, bad decisions come out. This team ensures smooth data migration.
- Data Migration Lead – Oversees the transfer of data from old systems to the ERP.
- Data Analysts – Clean and validate data to avoid corrupt or missing records.
- Master Data Management Team – Defines how data will be structured and maintained post-go-live.
1. Data Migration Lead
What a Data Migration Lead Should and Shouldn’t Do in an ERP Implementation
✅ What You Should Do
- Start Early – If you think data migration happens at the end, you’re already behind. Get started from day one.
- Work Closely with Business Teams – The HR, Finance, and Procurement teams own the data. Make them part of the process.
- Clean the Data Before Migration – Bad data in the old system will create bigger problems in the new one. Fix duplicates, missing fields, and inconsistencies now.
- Run Test Migrations with Real Data – Sample data won’t catch everything. Move full sets of real data and validate the results.
- Check for Mapping Issues – Just because a field exists in both systems doesn’t mean the data will transfer correctly. Make sure it fits.
- Plan for Multiple Loads – One round of migration won’t be enough. Expect several test runs before final cutover.
- Build a Rollback Plan – If something goes wrong during cutover, you need a way to restore the old data fast.
- Verify Data After Go-Live – Don’t assume everything transferred perfectly. Run reports and check for errors.
❌ What You Shouldn’t Do
- Dump Everything Into the New System – If a field hasn’t been used in years, don’t migrate it. Only move what’s needed.
- Ignore Compliance and Security – Make sure sensitive data is handled properly, especially when migrating financial or employee records.
- Rely on IT Alone – Business users know their data better than you do. Get their sign-off before migration.
- Assume One Big Bang Migration Will Work – Breaking migration into phases reduces risk. Don’t try to do everything at once.
- Forget to Document Data Transformations – If data is changed during migration, keep track. People will ask why things look different.
- Disappear After Go-Live – Data issues will come up in the first few months. Be ready to fix them.
2. ERP Data Analysts
What You Should and Shouldn’t Do as an ERP Data Analyst in an ERP Implementation
✅ What You Should Do
- Know Where Your Data Comes From – If you don’t understand the source systems, your data migration will be a mess.
- Work with the People Who Actually Use the Data – You might know tables and fields, but they know what’s important. Validate everything with them.
- Clean Up the Junk Before It Becomes a Problem – Duplicates, missing values, and bad formatting will break things later. Fix them now.
- Map Your Data Clearly – If a field is changing format or structure, write it down. Future-you will thank you.
- Test the Whole Dataset, Not Just a Sample – A tiny test batch won’t catch real-world issues. Move full datasets and check for errors.
- Double-Check Reports – If numbers look wrong after migration, you’ll be the one answering questions. Get it right.
- Automate What You Can – Manually checking thousands of records? No thanks. Use scripts, validation rules, and automation tools.
- Be Ready for Post-Go-Live Cleanup – Data issues won’t show up right away. Expect fire drills for months.
❌ What You Shouldn’t Do
- Trust the Data Blindly – Just because it’s in the old system doesn’t mean it’s correct. Always verify.
- Ignore How the Business Uses Data – It’s not just numbers. If a field is misused, reporting will be wrong.
- Forget About Compliance – Some data is sensitive. Don’t expose personal or financial details just because “it’s always been there.”
- Overcomplicate Data Transformations – The more you change, the more you risk messing things up. Keep it simple.
- Move Everything “Just in Case” – If nobody has touched a field in five years, don’t migrate it. Clutter makes everything harder.
- Assume IT Will Fix It Later – If you don’t clean and structure the data before migration, expect chaos when people start using it.
3. ERP Master Data Management Lead
What You Should and Shouldn’t Do as an ERP Master Data Management Lead in an ERP Implementation
✅ What You Should Do
- Own the Data Quality from Day One – If your data is a mess, your ERP will be too. Start cleaning early.
- Work with Business Users, Not Just IT – The ERP Implementation Team can move the data, but only the business knows what’s right or wrong.
- Define What “Good Data” Means – Make sure everyone agrees on naming conventions, classifications, and required fields.
- Set Up Governance Rules – If you don’t establish who owns what, duplicate and outdated records will pile up fast.
- Test Data in Real Scenarios – Running reports? Processing invoices? Make sure the data actually works, not just that it’s loaded.
- Plan for Ongoing Maintenance – Bad data creeps in over time. Set up processes to keep it clean long after go-live.
- Make Sure Integrations Don’t Break Data – If one system updates a field and another overwrites it, expect problems. Track where changes come from.
- Lock Down Critical Fields – Not everyone should have access to edit key records. Control who can update what.
❌ What You Shouldn’t Do
- Dump Old Data Into the New System Without a Review – If it hasn’t been used in years, question if it should be migrated.
- Let Every Department Use Different Naming Conventions – If Finance calls something “Vendor” and Procurement calls it “Supplier,” reports will be a nightmare.
- Assume IT Understands Business Data – They know how to move it, but not if it makes sense. Validate everything.
- Forget About Compliance – Personal data, financial records, and supplier details all have rules. Follow them.
- Ignore Data Duplication – If customers, suppliers, or materials are entered multiple times, it will cause downstream problems.
- Disappear After Go-Live – Data issues will pop up once people start using the system. Stick around to fix them fast.
4. ERP Analytics Lead
What You Should and Shouldn’t Do as an ERP Analytics Lead in an ERP Implementation
✅ What You Should Do
- Figure Out What the Business Actually Needs – Make sure dashboards answer real business questions.
- Work with End Users Early – If finance, HR, or procurement can’t get the reports they need, they’ll find workarounds. Fix it before go-live.
- Validate Data Before Building Reports – If your numbers are wrong, no one will trust the system. Check your sources.
- Keep Dashboards Simple – If a report needs a training session to understand, it’s too complicated. Show only what matters.
- Automate Where You Can – If users are exporting data to Excel to “fix” reports, you’ve failed. Build the right logic into the system.
- Plan for Performance – Slow reports won’t get used. Optimize queries, index large datasets, and test under real load.
- Set Up Data Governance – Define who owns the data and who can update it. Garbage data = garbage reports.
- Train Users on Self-Service Analytics – People should pull their own reports, not wait on IT every time they need a number.
❌ What You Shouldn’t Do
- Build Reports Without Business Input – If no one asks for it, no one will use it.
- Ignore Real-Time Reporting Needs – Some decisions can’t wait for batch updates. Plan accordingly.
- Create Reports No One Understands – If users don’t know what a metric means, it’s useless. Define it.
- Assume All Data Is Correct – Run checks. If the numbers look off, they probably are.
- Overload Dashboards with Data – Just because you can track 50 KPIs doesn’t mean you should. Focus on the key ones.
- Disappear After Go-Live – People will have questions. Be there to refine and improve reports based on real-world use.
5. ERP Analytics Consultants
What You Should and Shouldn’t Do as an ERP Analytics Consultant in an ERP Implementation
✅ What You Should Do
- Understand the Business First – The ERP Implementation Team isn’t just plugging in reports. You need to know what decisions people are making.
- Ask Users What They Actually Need – Don’t assume finance, HR, or procurement will tell you upfront. Dig deeper to find out what really matters.
- Validate the Data Before Building Reports – If the numbers are wrong, no one will trust the system. Check, double-check, and check again.
- Keep Dashboards Focused – If a user needs a five-minute tutorial to understand a report, you’ve overcomplicated it.
- Make Data Easy to Access – If users have to run SQL queries or wait for IT, the analytics setup is failing.
- Build for Performance – Slow reports kill adoption. Optimize queries, reduce unnecessary calculations, and cache data where needed.
- Document Everything – If you disappear, someone else should be able to maintain and update the reports without guessing how they work.
- Train End Users – Show people how to use self-service reporting tools so they’re not relying on IT every time they need a number.
❌ What You Shouldn’t Do
- Throw Data into a Dashboard Without Context – If the user doesn’t know what a metric means, they won’t use it. Define your KPIs.
- Ignore Data Governance – Who owns the data? Who maintains it? Who updates it? If you don’t define these, expect chaos.
- Overload Reports with Too Much Data – Just because you can track 100 KPIs doesn’t mean you should. Focus on what drives decisions.
- Assume All Data Is Accurate – Always validate. A small error in source data can cause huge problems in reporting.
- Build Reports No One Asked For – If no one uses it, you wasted your time. Confirm the need before building.
- Disappear After Go-Live – People will have questions, and reports will need adjustments. Be available for support.
6. Business Warehouse (BW) Consultant
What You Should and Shouldn’t Do as a Business Warehouse (BW) Consultant in an ERP Implementation
✅ What You Should Do
- Understand What the Business Needs – The ERP Team is only as good as the data they get. Make sure reports answer real business questions.
- Work with Functional Teams – Finance, HR, and procurement all have different reporting needs. Talk to them before you build anything.
- Validate Data Before Loading It – If your BW reports show incorrect numbers, no one will trust the system. Fix issues at the source.
- Optimize Data Extraction – Slow data loads will frustrate users. Use proper indexing, partitioning, and performance tuning.
- Plan for Real-Time and Historical Reporting – Some reports need real-time data, others need trend analysis. Set up the right mix.
- Set Up Data Governance – Who owns the data? Who can modify it? If you don’t define this, expect reporting chaos later.
- Make Dashboards Easy to Use – Users won’t dig through complex queries. Keep navigation simple and intuitive.
- Test Everything with End Users – You might think the report looks fine, but if the business can’t use it, it’s worthless.
❌ What You Shouldn’t Do
- Dump All Data Into BW Without Cleanup – Dirty data leads to bad reports. Fix duplicates, missing values, and inconsistencies first.
- Ignore Performance Optimization – A report that takes 10 minutes to load won’t get used. Tune queries and data models.
- Overcomplicate the Data Model – If it takes three layers of joins to get a simple number, you’re doing it wrong.
- Assume All Data Is Accurate – Validate everything. If reports don’t match transactional data, people will stop using them.
- Forget Security Controls – Sensitive data like salaries, vendor payments, or financial forecasts need proper access controls.
- Disappear After Go-Live – Users will have questions, and reports will need adjustments. Be available to support them.
7. Datasphere Consultants
What You Should and Shouldn’t Do as a Datasphere Consultant in an ERP Implementation
✅ What You Should Do
- Know How the Business Uses Data – The ERP Implementation Team needs reports that drive real decisions, not just fancy charts.
- Collaborate with Business Teams – Finance, HR, and procurement all have different reporting needs. Make sure your models reflect that.
- Ensure Seamless Data Integration – Datasphere pulls from multiple sources. If connections fail, your reports are useless. Test everything.
- Keep Performance in Mind – No one will wait minutes for a report to load. Optimize queries and use indexing where needed.
- Verify and Clean Data Before Migration – If bad data comes in, expect bad reports. Fix duplicates, missing fields, and errors before go-live.
- Design for Growth – Your data setup should handle increasing volumes without slowing down.
- Lock Down Access to Sensitive Data – Payroll, vendor payments, and financials should only be accessible to those who need them.
- Empower Users with Self-Service Analytics – The goal is to let business teams pull their own reports without depending on IT.
❌ What You Shouldn’t Do
- Assume the Data is Right Just Because It’s There – Always cross-check against source systems. If the numbers don’t match, fix it.
- Ignore Business Context When Building Reports – If a report doesn’t match how teams work, no one will use it.
- Overload Dashboards with Too Much Information – If users have to dig through 10 pages to find one number, they won’t bother.
- Forget About Compliance Rules – Mishandling financial or personal data can cause serious legal issues.
- Create Reports No One Needs – Before you build anything, confirm with the business that it’s actually useful.
- Walk Away After Go-Live – Users will need help refining reports. Be available to adjust and improve.
8. Cutover Analysr
What You Should and Shouldn’t Do as a Cutover Analyst in an ERP Implementation
✅ What You Should Do
- Plan Every Step in Detail – The project team relies on you to make sure everything switches over smoothly. Build a step-by-step cutover plan.
- Work Closely with Business and IT Teams – You need input from both sides. If IT pushes a change that the business isn’t ready for, things will break.
- Create a Clear Cutover Checklist – Who does what, when, and how? Make sure no task gets missed.
- Test Everything in a Dry Run – A cutover isn’t just flipping a switch. Simulate the process before go-live to catch issues early.
- Have a Backup Plan – If something fails, what’s the fallback? Don’t assume everything will go right the first time.
- Communicate with Leadership – Keep stakeholders updated on risks, timelines, and progress. Surprises on cutover day are never good.
- Confirm Data Readiness – If data isn’t clean, reports will be wrong, transactions will fail, and users will panic. Validate before the cutover.
❌ What You Shouldn’t Do
- Rush the Cutover Without Testing – If you don’t rehearse, expect problems. A dry run is non-negotiable.
- Forget to Freeze Changes – Last-minute system updates during cutover? That’s a disaster waiting to happen. Lock down changes early.
- Ignore Dependencies Between Teams – If Finance needs Procurement to load data first, but Procurement isn’t ready, expect a bottleneck.
- Lose Track of Downtime Windows – If business users expect the system at 8 AM and you’re still fixing things at noon, it’s a problem.
- Assume Everything Will Go As Planned – Something will go wrong. Your job is to make sure it doesn’t turn into a major issue.
6. Quality Assurance & Testing Team
A broken ERP causes major business disruptions. This team finds and fixes problems before go-live.
- Test Lead – Plans test cycles and ensures nothing is missed.
- Business Testers – Real users who validate that the ERP works as expected.
- Performance Testers – Ensure the system can handle real-world traffic without crashing.
1. Test Lead
What You Should and Shouldn’t Do as a Test Lead in an ERP Implementation
✅ What You Should Do
- Start Testing Early – If you wait until the last phase, you’ll find issues when it’s too late to fix them.
- Work Closely with the ERP Implementation Team – You need to understand how the system is supposed to work before you can test it properly.
- Make Sure Test Cases Cover Real-World Scenarios – Running a scripted test is fine, but users don’t follow scripts. Test the system the way they’ll actually use it.
- Validate Data Along with Functionality – A process might work, but if it’s running on bad data, it’s still broken.
- Track and Prioritize Issues – Not every bug is critical, but the ones that impact core business processes need to be fixed first.
- Get Business Users Involved in Testing – If they don’t validate the system before go-live, expect major issues afterward.
- Test Integrations Thoroughly – If data doesn’t move correctly between systems, expect accounting, HR, and procurement to start yelling.
- Plan for Load and Performance Testing – A system that works fine with 10 users might fail when 500 log in.
❌ What You Shouldn’t Do
- Only Test Happy Path Scenarios – Things will go wrong in production. You need to know how the system handles errors.
- Ignore Security and Access Testing – If users can access things they shouldn’t, or can’t do their jobs, that’s a major problem.
- Rush Through User Acceptance Testing (UAT) – This is the last chance to catch real-world issues before go-live. Take it seriously.
- Assume IT Knows Every Business Requirement – The system might function correctly, but if it doesn’t match how the business works, it’s still wrong.
- Forget to Re-Test Fixes – Just because a bug is marked as “fixed” doesn’t mean it actually is. Always verify.
- Disappear After Go-Live – Testing doesn’t stop once the system is live. Users will find issues, and you need to be ready to support them.
2. Business Testers
What You Should and Shouldn’t Do as a Business Tester in an ERP Implementation
✅ What You Should Do
- Test Like You’re Actually Using the System – Business testers needs real-world feedback, not just confirmation that a screen loads.
- Focus on Your Daily Workflows – If you handle invoices, test invoice processing. If you manage HR data, check employee records. Stick to what you know.
- Validate the Data – A report might look fine, but if the numbers are wrong, it’s useless. Cross-check against the old system.
- Think About Edge Cases – What happens if a user enters incorrect data? What if an approval is missing? Find out before go-live.
- Log Clear Issues – “It doesn’t work” isn’t helpful. Describe exactly what you did, what you expected, and what actually happened.
- Work with IT, Not Against Them – They’re not mind readers. If something isn’t right, explain why it matters.
- Test Reports and Analytics Too – The system isn’t just for transactions. Leadership will rely on reporting, and it needs to be accurate.
- Make Sure Security Roles Work – You should have access to what you need, but nothing more. Test role-based permissions.
❌ What You Shouldn’t Do
- Click Around Without a Plan – Randomly testing won’t catch real issues. Follow test scripts or your actual daily tasks.
- Ignore Small Issues – Minor annoyances today become big complaints after go-live. Report them now.
- Rush Through Testing – If you speed through, you’ll miss things. Slow down and test thoroughly.
- Assume IT Knows Your Process – They understand the system, not how your department works. Tell them when something doesn’t fit.
- Forget About Integrations – If your process relies on data from another module or system, make sure the data flows correctly.
- Disappear After Testing – If a fix is made, re-test it. Just because an issue was “resolved” doesn’t mean it actually works.
3. Performance testers
What You Should and Shouldn’t Do as a Performance Tester in an ERP Implementation
✅ What You Should Do
- Test Under Real-World Conditions – The Performance testing team needs to know how the system performs when actual users are in it. Simulate real workloads.
- Check How the System Handles Peak Loads – What happens when finance runs end-of-month closing? Or when everyone logs in at 9 AM? Push the system to its limits.
- Validate Response Times – A process that runs fine for one user might slow to a crawl with 500. Set clear benchmarks for acceptable performance.
- Look for Bottlenecks – Is it the database? Network latency? Server load? Find the root cause of slowdowns before go-live.
- Monitor Background Jobs and Batch Processing – Payroll runs, report generation, and data transfers can impact performance. Test them under pressure.
- Test Integrations Under Load – A system that runs fast alone might struggle when pulling data from third-party apps. Check how well everything works together.
- Log Clear, Actionable Issues – “The system is slow” doesn’t help anyone. Document what you did, what should have happened, and what actually happened.
- Retest After Fixes – A patch meant to improve one area can break another. Run performance tests after every major change.
❌ What You Shouldn’t Do
- Test Only During Off-Peak Hours – If your tests don’t reflect real user activity, your results won’t mean much.
- Ignore Network Performance – Users in different locations will have different speeds. Test from multiple regions if applicable.
- Skip Stress and Scalability Testing – If the system can’t handle growth, you’ll be fixing performance issues after go-live.
- Assume Cloud Scaling Solves Everything – More servers don’t always fix bad performance. Identify what’s actually causing the slowdown.
- Leave Out Security Testing – Performance and security go hand in hand. If a process is too slow, users might find risky workarounds.
- Disappear After Initial Testing – ERP performance needs monitoring beyond go-live. Be ready to troubleshoot real-user issues.
4. Vulnerability and Penetration Testers
What You Should and Shouldn’t Do as a Vulnerability and Penetration Tester in an ERP Implementation
✅ What You Should Do
- Think Like an Attacker – The Vulnerability and Penetration team
needs to know how someone could break into the system before it actually happens. - Test Internal and External Threats – Insider threats are just as dangerous as external hackers. Check if employees have too much access.
- Scan for Common Vulnerabilities – Weak passwords, unpatched software, open ports—these are the easy wins for attackers. Find and fix them.
- Check Role-Based Access Controls – If finance users can edit payroll when they shouldn’t, that’s a problem. Make sure security roles are set up right.
- Test Third-Party Integrations – If your ERP connects to external vendors, check if their security is up to standard. A weak link there can be exploited.
- Simulate Phishing Attacks – Users are the weakest point in security. See if they fall for fake login pages or suspicious links.
- Run Tests Without Disrupting Operations – Stress the system, but don’t bring down a live environment.
- Provide Clear, Actionable Fixes – Don’t just say, “System is vulnerable.” Explain the risk and how to fix it.
❌ What You Shouldn’t Do
- Rely Only on Automated Scanners – Tools catch the basics, but manual testing finds what scanners miss.
- Skip Testing After System Updates – Patches fix old issues but can create new ones. Retest security every time something changes.
- Assume Cloud Security is Perfect – Just because it’s hosted by a big provider doesn’t mean it’s secure. Validate configurations.
- Ignore Data Encryption – Sensitive data should be encrypted both at rest and in transit. If it’s not, that’s a huge risk.
- Forget to Check for Backdoors – Developers sometimes leave test accounts or debug access open. Find and close them.
- Stop Testing After Go-Live – Security isn’t a one-time thing. Keep monitoring and testing as new threats emerge.
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Interesting Insights for your SAP ERP Implementation Team
How an ERP Implementation Team Stays on Track?
Your team communication framework needs clear rules. Here’s what works:
1. Daily Communication:
- 15-Minute Team Standups
Every morning, the team grabs their coffee and jumps into a quick check-in. It’s short—just enough time to go over what got done yesterday, what’s on today’s list, and any blockers. No long discussions, just straight to the point. - Project Status Updates
This works like a daily news brief for the project. Team leads call out wins, flag concerns, and keep everything moving. I’ve seen this stop major problems in their tracks—like the time our testing team caught a bad configuration before it could derail the whole system. - Issue Tracking
Small issues turn into big ones if you ignore them. Someone’s locked out of the system? A report isn’t pulling the right data? We log it, track it, and make sure it gets fixed before it turns into a real mess. - Risk Reporting
Think of this as an early warning system. Maybe a deadline is slipping, or one person is handling too much. The sooner we call it out, the better. I’ve seen too many projects fall apart because people ignored warning signs until it was too late. - Task Assignments
This is the game plan. Who’s handling what, and when it needs to be done. Keeping this simple saves time and headaches. On one project, these daily check-ins helped us catch a bottleneck in user testing before it could push back the go-live date.
2. Weekly Meetings
- Team Progress Reviews – Every Monday, we sit down and go over what’s done and what’s next. It’s not just about ticking boxes—we look at real progress. How many users are trained? Are key processes running as expected? Last week, our finance team wrapped up month-end testing ahead of schedule, and that’s the kind of update that actually matters.
- Technical Discussions – This is where the technical team digs into the details. Something not syncing right between the warehouse scanners and SAP? Payroll numbers looking off? This is where we figure it out. Just last month, we solved an integration issue that had been blocking a critical workflow for days.
- Change Request Reviews – ERP projects never stay the same from start to finish. Someone always needs an adjustment. The key is reviewing these requests properly—what’s the impact on time, cost, and other processes? We recently helped a client avoid a three-week delay by reworking how a key change was handled.
- Risk Assessment – No one likes surprises. This is where we ask, “What could go wrong?” and actually do something about it. It could be a burnout risk, a security concern, or a data migration issue. On one project, this weekly check helped us catch a data risk that could have pushed our go-live back by months.
- Resource Planning – Teams need the right people in the right places. Sometimes that means shifting workloads—like when testing needed extra help, or when a critical developer needed backup. It’s about keeping things moving without overloading the team.
3. Monthly Reviews
- Steering Committee Updates – This is where we sit down with leadership and give them the real picture. No fluff, no sugarcoating—just straight talk about what’s working and what’s not. I once watched a project director light up when we showed how a new warehouse system cut processing time in half. These meetings aren’t about slideshows; they’re about results.
- Budget Reviews – Money matters. We break down where every dollar is going and whether we’re getting real value. It’s not just about tracking expenses—it’s about spending smarter. I still remember a meeting where we adjusted our training plan and saved $50,000. Even the CFO cracked a smile.
- Timeline Checks – We pull up the roadmap and get real about our progress. Are we on schedule? If not, what’s slowing us down? On a recent project, this review helped us catch a two-week delay early enough to fix it. These aren’t always easy conversations, but they’re better than last-minute fire drills.
- Major Milestone Tracking – Big moments need to be tracked—like getting all users trained or running the first payroll successfully. One of my favorite moments? A client’s team cheering when their new SAP system processed orders 70% faster than before. That’s what these checkpoints are for—making sure the system actually delivers.
- Resource Forecasting – ERP projects live or die by having the right people available at the right time. Maybe testing needs extra hands next month, or we realize our HANA expert is overbooked. One review saved us from a staffing crunch right before a major integration phase.
4. Documentation Requirements
- Process Design Documents – Think of this as the blueprint for how your business will actually run in the new system. Not just flowcharts—real scenarios. I worked with a manufacturing client who completely reworked their shipping process. Their design doc included step-by-step details like, “Here’s what happens when a rush order comes in during third shift.” That level of detail saved us from endless back-and-forth later.
- Configuration Guides – This is your system’s manual, but written for people, not IT jargon. One of the best ones I’ve seen came from a finance team member who added a note: “Warning: Don’t change this setting unless you want month-end close to take three extra days!” These real-world details are gold for support teams down the line.
- Test Scripts – This is how you make sure things actually work before go-live. I worked with a distribution company that built test scripts covering real situations—partial shipments, rush orders, damaged inventory. Their script caught a major inventory counting issue before it could hit production. If all you test is the perfect scenario, you’ll have big problems when reality kicks in.
- Training Materials – ERP training should be about doing the job, not just clicking buttons. I always push for screenshots from the actual system and step-by-step guides tailored to real tasks. A user once told me, “Finally! Training that shows me how to do MY job, not some generic examples.” That’s how you drive adoption.
- Issue Logs – Every ERP project runs into problems. A solid issue log keeps track of what went wrong and how it was fixed—in plain language. I remember a payroll team that documented every calculation glitch they found. Six months later, that same log saved us when a similar issue popped up in another module. It’s like leaving breadcrumbs for future problem-solving.
5. Risk Management Steps
- Spot Issues Early – Think of this like playing detective—finding problems before they cause real damage. I once saw a team catch a data migration issue just by noticing their test loads were running slower than expected. They dug in, found the root cause, and avoided a major go-live delay. Small warning signs can save projects if you know where to look.
- Have Backup Plans – ERP projects rarely go exactly as planned. One client in Dubai had their key SAP expert scheduled for vacation right before go-live. Luckily, we had trained a backup months earlier. Turns out, we needed both of them. If you don’t have a Plan B (or even a Plan C), you’re taking unnecessary risks.
- Track Red Flags – Warning signs are everywhere—you just have to pay attention. On one project, we saw a sharp drop in training attendance. That told us adoption might be at risk. We adjusted the schedule, added refresher sessions, and kept the rollout on track. Catching these things early keeps small issues from becoming disasters.
- Write Down the Fixes – A crisis is not the time to figure things out from scratch. One of my teams documented exactly what to do if the system slowed down during month-end close. When it actually happened, they followed the steps and fixed it in 20 minutes. No scrambling, no wasted time—just a solid plan in action.
- Check Risk Weekly – Projects move fast, and risks change. A quick weekly check-in helps catch what daily work might miss. I remember one meeting where we realized three teams were relying on the same technical expert at the same time. We shifted timelines and avoided a major bottleneck. These reviews keep projects running smoothly.
Tools for your Implementation
Conclusion
Let me share what makes SAP implementations succeed. From my last five projects:
Most ERP projects don’t fail because of technology. They fail because teams aren’t aligned. A study by McKinsey found that 70% of digital transformations don’t meet their goals—and a lack of communication is a big reason why.
I’ve seen teams that treat an SAP implementation like an IT project, keeping business users at arm’s length until go-live. That never ends well. If people don’t know how to use the system, they won’t trust it. And if they don’t trust it, they’ll fight against it.
Skipping steps only creates more work later. You rush through testing? Expect to spend months fixing issues after go-live. You ignore data quality? Finance will be the first to raise alarms when reports don’t match reality.
But when a team follows the methodology, stays engaged, and makes smart decisions along the way, things run smoother. Not perfect—but smoother.
What’s your take? Have you been on an SAP project that went off the rails? Or one that worked surprisingly well? Share your experience—I’d love to hear what made the difference for you.
So to start your SAP Program, these are your next steps
Identify the Right Project Manager – You definitely need someone who knows SAP and can lead. A strong project manager understands both the technical details and the business impact. The project manager will keep things moving, solve problems, and make sure nothing falls through the cracks.
Form the Steering Committee – Leadership brings together key decision-makers from different departments. These people need to have real authority and the time to attend regular meetings. If they’re too busy or disengaged, expect delays and frustration.
Select Core Team Members – The project manager handpicks the right mix of subject matter experts (SMEs), technical specialists, and process owners. These aren’t part-time roles—you need people who can dedicate serious time to the project.
Establish the PMO – A Project Management Office (PMO) keeps everything organized. It sets project procedures, tracks progress, and ensures clear communication between teams. Without it, things get messy fast.
Train Your Team Early – The sooner the team understands SAP and the implementation process, the better. Training should cover technical skills, SAP methodology, and specific role-based responsibilities. A well-trained team means fewer mistakes and a smoother rollout.
Some Critical Statistics, You need to know -
Team structure impacts success – Data shows that 70% of project success depends on how well the team is organized. SAP projects with clear team roles and structure achieve better results.
Core team needs to commit at least 50% of their time – When key team members spend less time on the project, delays and quality issues increase. Teams that dedicate at least half their time see better outcomes.
Most project issues come from unclear roles – In 80% of failed SAP projects, confusion about responsibilities caused major problems. Defining roles clearly helps avoid mistakes and keeps the project on track.
Good governance leads to better results – 90% of successful SAP projects had strong governance. Clear decision-making and project controls help teams stay focused and avoid unnecessary delays.
Right team size speeds up implementation – Projects with properly sized teams finish 60% faster than those that are understaffed. When teams are too small, coordination becomes harder, and gaps slow down progress.
My Final Tip: Start team building early. In my experience, projects with teams formed three months before kickoff succeed more often than those rushing to build teams at the last minute.
Need help building your SAP ERP implementation team? I’ve guided companies through hundreds of successful implementations. Contact me to discuss your specific needs.
Remember: Good SAP implementations don’t just happen. They result from putting the right people in the right roles at the right time.
Other Articles to support your ERP Implementation Team
Frequently Asked Questions
1. What is an ERP team?
An ERP team is a group of people responsible for making your ERP project successful. It’s not just about IT experts—your ERP team should include individuals from different departments who understand your business inside out.
Here’s who’s typically involved:
- Project Manager – Keeps everything on track and ensures deadlines are met.
- Business Process Owners – Experts from finance, HR, and operations who define how things should work.
- Technical Experts – Handle the system setup, integrations, and troubleshooting.
- End-User Representatives – Provide real-world feedback to ensure the system fits daily operations.
Without the right team, an ERP project can quickly become chaotic. Visit noeldcosta.com to learn more about assembling the right ERP team.
2. What is the role of ERP implementation?
ERP implementation is all about bringing your business processes together into one system. It helps streamline operations, improve data accuracy, and support better decision-making. Think of it as moving from scattered spreadsheets and disconnected systems to a single, organized source of truth.
Key roles of ERP implementation include:
- Standardizing processes across departments to avoid confusion.
- Improving data visibility so you can make informed decisions.
- Automating routine tasks to save time and reduce manual errors.
- Ensuring compliance with industry regulations and internal policies.
An ERP system can change how your business operates, but only if it’s implemented with a solid plan.
3. What is the role of an implementation team?
Your ERP implementation team is the driving force behind the project. They’re responsible for making sure everything runs smoothly, from planning to go-live and beyond.
Their job includes:
- Understanding business needs and ensuring the ERP aligns with them.
- Coordinating with vendors and consultants to get things done on time.
- Testing the system to catch any issues before they become bigger problems.
- Training employees so they feel confident using the new system.
It’s all about teamwork and clear communication. Without it, the project can easily veer off track.
4. Who are the people involved in the ERP implementation?
ERP implementation requires input from various stakeholders across the organization. It’s not just an IT project—it’s a business transformation.
Your team should include:
- Executive Sponsor – Provides leadership and financial support.
- Project Manager – Oversees timelines and resources.
- Functional Leads – Experts in finance, HR, supply chain, etc., who provide process insights.
- IT Specialists – Ensure the technical aspects align with business needs.
- Consultants – Offer expert guidance to avoid common mistakes.
Every person plays a crucial role in making the implementation a success.
5. What is the ERP implementation team structure?
The ideal ERP implementation team has a clear structure to ensure accountability and smooth execution. A typical structure looks like this:
- Steering Committee – Senior leaders who provide strategic direction.
- Core Implementation Team – Day-to-day project drivers including process owners and IT staff.
- Extended Team – End-users and department representatives providing feedback.
Having the right structure ensures everyone knows their role and responsibilities throughout the project.
6. What are ERP implementation team responsibilities?
The implementation team is responsible for ensuring that the ERP system meets the business needs and delivers value. Their responsibilities include:
- Defining project goals and scope.
- Managing budgets and timelines.
- Testing and validating system configurations.
- Developing training programs for users.
- Monitoring system performance after go-live.
Each task requires attention to detail and ongoing communication to avoid surprises.
7. Who should be on the ERP team?
Building the right ERP team is crucial. You need a mix of strategic thinkers, technical experts, and frontline users who understand the day-to-day operations.
Your ERP team should include:
- A strong leader who can keep the project moving forward.
- Department heads who know how things work today and what needs to improve.
- IT specialists to handle integrations and technical challenges.
- End-users who will provide practical insights on how the system works in real life.
Choosing the right team members can make or break your ERP project.
8. What is ERP in a job description?
When you see ERP in a job description, it usually refers to managing, supporting, or implementing ERP systems within an organization. Common ERP-related job roles include:
- ERP Consultant – Helps businesses implement and customize ERP solutions.
- ERP Analyst – Analyzes business needs and configures the system accordingly.
- ERP Project Manager – Manages the entire ERP rollout, ensuring it stays on track.
These roles require strong technical and business knowledge to align the system with organizational goals.
9. Who leads the ERP implementation team?
The ERP project manager usually leads the implementation team. They ensure that the project stays on schedule, within budget, and aligned with business objectives. The project manager acts as a bridge between stakeholders, vendors, and internal teams to keep everything on track.
Some organizations also appoint an executive sponsor to provide high-level guidance and remove roadblocks when needed.
10. What is the role of an ERP implementation consultant?
An ERP implementation consultant brings in-depth product knowledge and implementation experience to the table. They guide businesses through the entire process, from planning to post-go-live support.
Their role includes:
- Helping you choose the right ERP system.
- Customizing the system to fit your business needs.
- Training employees and ensuring user adoption.
- Offering best practices to avoid costly mistakes.
Having an experienced consultant can make the difference between a smooth rollout and a chaotic one.
11. What roles are typically included in an ERP project?
An ERP project involves several key roles, each contributing to the success of the implementation. These roles include:
- Executive Sponsor – Provides strategic direction and ensures alignment with business goals.
- Project Manager – Oversees timelines, budgets, and team coordination.
- Business Process Owners – Define how the system should support business operations.
- IT Specialists – Handle system configuration, integration, and technical support.
- Change Management Lead – Focuses on training and ensuring user adoption.
- End-Users – Provide insights on system usability and practical functionality.
Each role plays a crucial part in delivering a successful ERP solution.
12. What is ERP implementation methodology?
ERP implementation follows a structured approach to ensure a smooth rollout. Common methodologies include:
- Waterfall Approach: A step-by-step process with defined phases like planning, design, implementation, and testing.
- Agile Approach: A flexible approach that allows continuous feedback and iteration throughout the project.
- Hybrid Approach: A mix of both waterfall and agile, balancing structure with flexibility.
Choosing the right methodology depends on the organization’s goals, complexity, and timeline.
13. What are the stages of an ERP implementation life cycle?
An ERP implementation typically follows these stages:
- Planning: Setting objectives, defining scope, and assembling the team.
- Analysis: Understanding current processes and identifying gaps.
- Design: Configuring the system to align with business needs.
- Development: Customizing, integrating, and preparing the system for testing.
- Testing: Identifying issues and ensuring system performance.
- Deployment: Rolling out the ERP system to users.
- Support: Monitoring, training, and optimizing after go-live.
Each stage requires careful planning to avoid unnecessary delays and ensure success.
14. What does an ERP implementation job description include?
An ERP implementation job description typically covers:
- Planning and coordination of project activities.
- Collaborating with internal teams and external consultants.
- Ensuring data migration and system integrations are successful.
- Providing training and user support to ensure adoption.
- Monitoring system performance post-go-live and addressing issues.
ERP roles require a mix of technical skills, business understanding, and project management capabilities.
15. What is the role of an ERP project manager?
The ERP project manager plays a central role in ensuring that the implementation stays on track and meets business goals. Their responsibilities include:
- Setting clear objectives and timelines for the project.
- Coordinating with stakeholders to align expectations.
- Managing risks and ensuring timely issue resolution.
- Ensuring effective communication across teams.
- Overseeing budget allocation and tracking expenses.
A strong project manager is critical to the success of an ERP implementation.
16. How long does an ERP implementation usually take?
The duration of an ERP implementation depends on several factors, including the size of the organization and complexity of the system.
- Small businesses: 3 to 6 months for simpler ERP solutions.
- Mid-sized enterprises: 6 to 12 months with more customization and integrations.
- Large enterprises: 12 months or more, often requiring phased rollouts.
Proper planning and a dedicated team can help shorten the timeline while ensuring a smooth transition.
17. How much does ERP implementation typically cost?
ERP costs vary widely based on the software, business size, and complexity of the implementation. Some general cost factors include:
- Software licenses: $50,000 to millions depending on the ERP vendor and modules.
- Consulting fees: Can range from $100,000 to millions for complex projects.
- Customization and integration: Often 30-50% of the total project cost.
- Training and support: Typically 10-15% of the overall budget.
Understanding the full cost breakdown helps avoid surprises along the way.
18. Who is responsible for ERP data migration?
Data migration is typically handled by a combination of:
- Data migration specialists who extract, clean, and transfer data.
- Business process owners who validate data accuracy.
- IT teams who oversee the technical aspects of the migration.
- ERP consultants who guide the process to ensure compatibility with the new system.
Proper data migration planning helps minimize risks and ensures data integrity.
19. What are common ERP implementation challenges?
Some of the most common challenges include:
- Resistance to change: Employees may struggle to adapt to new workflows.
- Data quality issues: Inaccurate or incomplete data can delay implementation.
- Scope creep: Uncontrolled expansion of project requirements leads to cost overruns.
- Integration challenges: Ensuring the ERP works with existing systems can be complex.
- Lack of user training: Poor training leads to low adoption rates.
Being proactive about these challenges can help ensure a smoother implementation process.
20. Where can I find help with ERP implementation?
ERP implementation can be complex, but expert guidance is available. You can:
- Consult ERP vendors for recommendations on implementation partners.
- Hire an ERP consultant to guide you through planning and execution.
- Leverage online resources like ERP forums and industry case studies.
- Visit noeldcosta.com for insights and best practices on ERP implementation.
Getting the right help can save time and resources while avoiding common pitfalls.
AI Tools to Support Your SAP Implementation
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