When cost of implementation is considered, apart from license and consulting cost, it is important to consider the maintenance cost for post implementation and this, also varies upon on size of implementation. Both needs to be worked out and I would suggest only if management is happy with above estimates & expectation there is need for a new ERP system.
Support team & cut over planning: It is equally critical and a plan needs to be worked out for the support team to be in place post go-live. Normally Implementation team would be handing over to the support team. The support team is either in-house or out sourced. Cut over planning means the activities that would be carried out by the time users stops entering into the legacy system and the time by which user starts using new ERP system. Effort also needs to put towards cut over planning particularly, the activities as how reconciliation of legacy and new ERP system would be performed post Go-Live and as what are the activities, which would be performed during the cut over period with assigned owner to each task.
Go-Live and beyond: Beyond Golive, there is a certain period, which is required for the stabilization of the system.Though these can be guidelines for a general scenario, each of the ERP implementation is unique and has its own challenges and situation changes based on various factors: this is where project managers and PMO can play a vital role in steering the project to safety and thereby achieve the end objective of a successful implementation.
[The article has been contributed by M.Guha Rajan. He is a software management professional as well as a PMP certified Project Manager. He is post graduate in management and holds a degree in computer engineering with over 15 years of post degree work experience. He writes his own blog at My Thoughts… which deals with several diversified issues ranging from outsourcing to books to personal experiences.]