Methods for the implementation of an ERP system
The implementation of the ERP Odoo into the manaTec GmbH
20 May, 2021 by
Methods for the implementation of an ERP system
manaTec GmbH, Robert Duckstein
 


We, manaTec GmbH, are a motivated IT start-up from Dresden and offer extensive expertise in consulting, implementation and development of the ERP system Odoo as well as in the areas of project management, Business Intelligence and IT support. Especially our business line Odoo ERP requires profound know-how in project management, because the implementation and development of the ERP system has to be carefully planned and efficiently executed.

At the beginning of every ERP implementation project, we are faced with the same question - which methods do we use to carry out the project? There are different approaches available to us, the classic waterfall model or the agile model. In today's blog, we take a look at the processes within these approaches and highlight the criteria that help us decide which method to use.

When using the waterfall model, we follow a classic, linear project flow. Thus, during the planning of the project, we define all project phases in terms of content and time until the project is completed. In the later course of the project, all project phases are processed one after the other.

The linear project progession of the "waterfall method".
The linear project progession of the "waterfall method".

Due to the transparent mapping of the duration and costs of the project, the advantage of the waterfall method clearly lies in the planning reliability for the customer. On the other hand, however, there are the initial efforts to theoretically plan the entire project and a very limited flexibility within the course of the project. Changed requirements or unforeseen events are not taken into account, place high demands on change management and can quickly drive up the effort and costs afterwards.

With the agile approach, we keep exactly this flexibility open. For the planning of the project, there is no complete target picture yet, but only a rough idea of the target area. We approach this target area step by step by planning the project in individual sprints and dividing them up according to content, for example by process or department. This sprint planning then also gives us a rough schedule.

We work on the project in individual sprints using an agile approach.
We work on the project in individual sprints using an agile approach.

Each sprint is a single sub-project in which we specify and map a process in the ERP system, test it and hand it over to the users in workshops. We immediately use the feedback from the users to optimize the process and make it executable. This is followed by the next sprint with the next process.

The great advantage of the agile approach is therefore not only the high flexibility with which we can adapt to the specification of the processes and, if necessary, their adaptation at short notice. With this methodology, the customer has the opportunity to provide his input for the implementation of the processes much earlier in the course of the project. On the other hand, the duration and costs of the project can hardly be planned. So, over the entire project, we somewhat lack control over both aspects, as the scope of each sprint cannot be precisely defined at the beginning of the overall project.

So, we keep in mind that both models relate their approach to the initial project planning and the project execution. The go-live, i.e. the use of the new ERP system by the customer, can already take place in phases for individual processes during the project or with a major changeover at the end of the project. We will present which advantages and disadvantages both approaches offer and which decision criteria are relevant in one of our next blog posts.

So which of these methods do we choose in our customer project? To answer this question, we go directly into communication with our customer and talk about the following points:

  • Are the goals of the project firmly defined?
  • Is there a specification of all processes and is there a clear vision of the ERP system at go-live?
  • Is there a deadline?
  • How flexible is the project budget?

These questions help us very well in deciding the methodology. If there are clear goals with specified process flows as well as a fixed budget and a precise schedule, then the advantages of agility will not help us and we will opt for the waterfall model. If our customer also wants to keep a certain flexibility, if the final target picture is still unclear at the beginning of the project or if there is no time for an extensive and detailed requirements analysis, or if there are too many changing framework conditions, we opt for the agile approach. As is the case almost everywhere, there are of course also mixed forms here, with which, for example, the entire project is initially roughly planned and estimated, and the implementation including fine specification is then carried out in an agile manner.

Another decision-making aid is provided by the numerous funding opportunities for ERP implementation projects. In the context of funded projects, experience shows that a significant part of the project is planned for the analysis phase. This serves to specify the requirements and to design a clear target picture. In addition, such funding projects are bound to a firmly defined time frame and, of course, also specify the budget. Thus the circumstances speak quite clearly for the waterfall model. Without funding, the probability of deciding on an agile approach is significantly higher.

In any case, the decision - waterfall or agile model - should be supported by all project participants. This is the only way to create a clear set of expectations and a common goal for the client and contractor from the beginning to the end of the project and lay the foundation for a successful ERP implementation.

You are about to implement Odoo and are looking for a suitable project partner? No problem! Contact us now and we will be at your side as a reliable Odoo partner with many years of expertise from numerous implementation projects!


Sources: www.erp.com.de, www.online-projektmanagement.info, www.micromata.de

 
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