Phase III: Procedural Development
When discussing job card software implementation timeline, this is the phase that will undoubtedly contain the most discussion and debate for how long the implementation should take.
In this phase, both the customer and hvac service software teams will define the current policies and procedures in order to develop the roadmap for the new policies and procedures. Required documentation and reporting will also be part of this phase.
Building out the ehs software to meet the new requirements, and initial simulation of the new processes through the individual departments takes place. Once the new procedures are proven and accepted, they will be documented and approved.
In phase III of the ngo accounting software plan, end-user training begins. Until this point, the core implementation team has been developing and proving out the new processes. Now it’s time to involve all other users in the system. End users may bring up weaknesses in the processes that may have been overlooked by the core implementation team. This is very normal.
All necessary report modifications and requirements have been met, or delegated if not necessary to move to the next phase.
Phase IV: Implementation Preparation
At this point, the new processes are in good shape, end-user training is complete, and new procedures are documented. Now it’s time for everyone to demonstrate they can successfully use the field service management software. Bring on the conference room pilot (or dress rehearsal).
Take several examples of typical orders and run them through the new solution from beginning to end. This includes pulling in different users along the way to do their part–and prove they know how to do it with little or no assistance. If users get stuck, they should refer to their procedural documentation.
After the pilot, determine if you can go live on schedule or not. Were significant issues found during the pilot that can’t be addressed in a timely manner to keep the go-live date? Do the end users need more training than planned for? More training is always needed, but it should be minimal and not impact the timeline.
Schedule another pilot if necessary. If procedures were found to be inaccurate or incomplete, they should be updated and republished.
Phase V: Go-Live
With all the pieces in place and pilot runs completed, it’s time to turn the new ERP Software on and start using it. Just a few more details before go-live day…
Now it’s time to load dynamic data. This is the data that changes and is transaction based, such as open WIP, inventory, customer orders, purchase orders, accounts receivable, accounts payable, trial balances, etc. Loading dynamic data is usually a two to five-day task prior to the go-live date, which should be an accounting period start day. Opening balances in the new CRM Software should match closing balances in the current system.
Celebrate! Months of hard work have finally materialized. Take a moment to reflect upon the triumphs and tribulations along the way. But don’t bask for too long–now the real work begins!
Phase VI: Post Go-Live
manufacturing software implementation success should be measured in years–not days, weeks, or months. Anyone can be successful immediately after going live on a new solution. The true measure of achievement is how well the processes hold up over the years and withstand inevitable changes, such as employee turnover, business expansion and mergers, and other potentially unsettling events.
As I stated earlier, there’s no perfect ERPNext implementation plan template. Running daily, weekly, and monthly status reports to validate that the correct procedures are being followed is crucial to the continued success realized at the go-live time. Checking that your processes are still valid as time goes on and your business changes should be an ongoing effort.
Ensuring the success of your investment in a new ERP solution starts with understanding what NOT to do also!