Selecting and successfully implementing ERP software
Selecting and successfully implementing ERP software
January 3rd, 2020
Enterprise Resource Planning (ERP) software has progressed a long way in recent years with digital, cloud and artificial intelligence solutions entering the market and competing with traditional on-premise offerings. Emerging technologies together with corporate growth have fuelled demand for ERP solutions that automate business processes leading to reduced headcount and supporting corporate growth. The appeal of shared services, requirements of enhanced management information and post M&A corporate restructuring are also amongst the reasons why organisations decide to implement new ERP platforms.
Project Sponsor
Introducing new ERP is a considerable challenge requiring strong, effective project sponsorship from either the CFO, CTO or another member of senior management. The sponsor will provide the link between the delivery team and the Board of Directors and will oversee project governance. They will need the authority to promote change, ensure the delivery team has the resources needed and that the necessary controls are in place which will guarantee the project is successfully delivered within the planned timescales and budget.
Large change programs are likely to encounter resistance and a key role of the sponsor is to secure buy-in and support from the impacted parts of the organisation. Strong influencing skills are needed as even with the best business case, resistance to change can risk project failure. The sponsor supports the project manager overcoming political and resourcing challenges, provide high level backing, communicates project closure and the results to the wider organisation. They will also act as an escalation route if needed and arbitrate/resolve any areas of disagreement.
The Project Team
Project teams is typically a mix of software vendor consultants, third party systems integrators and internal personnel. The software vendor will provide in-depth software applications expertise whilst the systems integrator will focus on wider change management issues, new business processes and interfacing with third-party applications. The internal project team will be familiar with the organisation and the legacy business processes and will be able to contribute from an operational/ business perspective.
Software Selection
Having agreed upon the need for a new ERP platform, sufficient time should be given to specifying and selecting the most appropriate software product. In most cases external support will be needed as internal staff are unlikely to have the necessary experience and time available and may not objectively view the available options.
Initially a period of analysis and requirements gathering is needed leading to the production of the Request for Proposal (RFP). A list of potential vendors with products meeting business specifications will be sent the RFP and a short list chosen and vendors requested to demonstrate their products. A proof of concept (POC) may take place to evaluate the software under realistic conditions with authentic dummy data.
Vendors should be assessed not only on the suitability of their software but also on their long-term product road map, financial strength and future viability. Selecting the wrong product can be costly particularly if the vendor is acquired by a third party and their software deemed surplus to requirements and decommissioned.
The cost of implementing new ERP will include new computer hardware, software licences, external consulting fees and time devoted to the project by the internal team.
Existing hardware may be retained but may not have sufficient processing power to operate the new software. Overall implementation costs can be as much as 5 times the software licence fees depending upon configuration and hardware required. Other costs to consider include the effects of disrupting existing business processes and reduced management information whilst the deployment is in progress.
Project Management
Effective project management is essential to determine the scope, quality, budget and timing of the program and may involve the use of Prince, Agile or Waterfall project methodologies. Software vendors and consultancies may prefer their own internally developed project management methodology which will incorporate resource planning and milestone definition to ensure deadlines are achieved and bottle necks avoided.
Target Operating Model
The new ERP solution will be developed in line with a new Target Operating Model (TOM) and a prototype built and tested before the final design is agreed. It is essential that finance employees are involved with the systems design as their buy-in and involvement will contribute to the ultimate success of the project. The system can be built adopting either a standard out of the box approach or with customisation although this will depend upon the complexity of the business requirements and the amount of flexibility needed. Extensive customisation can lead to additional implementation costs and may provide challenges with long term support and future upgrade. User training is needed to ensure the operational knowledge is in place so the system operates effectively. Following the system build process, User Acceptance Training (UAT) and user training will be needed. Once the design is agreed and finalised then data conversion and migration will take place.
A parallel run with the old system may be performed however this can be costly and a Big Bang approach may be preferred in the interests of cost saving. Following “Go live”, support will be needed and a post “Go-live” review carried out to ensure users operate the system correctly and any outstanding performance issues are resolved.
Conclusion
The challenge and likely cost of implementing a new ERP platform should not be underestimated. Successful delivery involves three key areas; People, Processes and Technology. Projects can sometimes focus excessively on technology whilst human aspects of the change program may not be given the attention they deserve. A Change Management strategy and the availability of appropriate skills will help ensure the implementation is accepted and judged a success.
Key issues include; selecting appropriate software; ensuing there is a strong project sponsor and sufficient project governance; engaging delivery focussed project management; ensuring internal staff are fully involved and accept the new system; using the new system to improve business processes rather than simply replicating historic ways of doing things; assembling the most appropriate project team – normally a mix of internal personnel and external consultants and ensuring there is sufficient post go-live support to deal with outstanding issues.
Adopting these strategies will lead to; streamlined business processes; reduced employment cost; enhanced management information; ensuring that the organisation is committed to embracing technology to improve overall corporate performance.
Millennium Consulting has been supporting customers deploy and optimise ERP since the mid 1990’s. This has included selection, architecture, build, deployment, re-engineering and upgrade. Our customers expect the best ERP specialists available and we make it our responsibility to ensure their needs are met. If you would like some guidance on choosing or implementing new ERP software, please call us on +44(0) 845 604 4262 or contact us using our website form.
Implementation methodology for new business requirement
Implementation methodology for new business requirement
Millennium Consulting follows the Unit4 Implementation Methodology (U4IM), which is used globally for all Unit4 software implementations.
The methodology encompasses all the activities that can take place throughout the implementation process and is supported by strong project management controls to ensure successful delivery.
The phases of U4IM are:
• Plan/Design
We agree on the contract with a client, then hand the project to our implementation team who set up the project organization. We perform a business requirement and process review, running workshops with the client to create the solution design.
• Test
We help you to perform Integrated System Testing and User Acceptance Testing on the elements built in the Build phase.
• Deploy
We deploy the different solution elements, taking care to advise you on and help coordinate every aspect from Data Migration to End User Testing.
• Close
Around three weeks after the solution goes live, we evaluate the project – assessing deliverables and future plans for development.
Note: Integration with third-party reporting software such as Cognos, Business Objects and Microsoft SSRS (as well as procurement, billing and payroll systems) is a key consideration of the upgrade process.
Is it time to upgrade?
Upgrading your finance software can provide new functionality, increased automation and more efficient processes.
About Millennium and Unit4
About Millennium Consulting
At Millennium Consulting we are experts in business transformation, accounting, software development, regulatory compliance, and the impact of business and technology change.
For 27 years, Millennium have provided global solutions and services across the world’s most demanding industries, with customers in finance, retail, logistics, construction, and manufacturing.
Millennium first partnered with Unit4 back in 2014 and have since become one of the leading global Unit4 partners for Unit4 Financials (previously known as Coda Financials) sales, services, and support.
Group Website: www.millenniumconsulting.com
Employees: 40 +
History: Established in 1995 Millennium was originally a specialist consultancy for organisations who used the Infor SunSystems or Coda Financials Finance Systems. Over time Millennium has become a system agnostic finance transformation consultancy and in 2010 launched a software development arm. In 2016 Millennium opened offices in the US and in 2018 in Milan, Italy, and 2020 Budapest Hungary. In 2020 Millennium achieved Elite Partner status from Unit4, one of only two Unit4 Financials Elite Partners globally. Millennium’s Elite Partner status has been reaffirmed by Unit4 in 2021 and 2022.
About Unit4
Unit4 is a leading provider of enterprise applications empowering people in service organisations including: financial services, professional services, retail, manufacturing, logistics, education, public services and not-for-profit.
Unit4 has operations, distributors and partners around the world for easy, local access to sales, service and support.
Unit4 Financials product suite: Unit4 Financials, Purchase Order Processing, Purchase Invoice Matching, Billing, Assets, FP&A, Analyser, Travel & Expenses and Unit4XL.
Group Website: www.unit4.com
Employees: 4,000+
History: Coda Plc was established in Leeds, Yorkshire in 1979 by Rodney Potts & Christopher Lennox. In 2008 following periods of ownership by Baan and Science Systems, it was acquired by the Dutch registered software vendor Unit4. In March 2014 Unit4 was acquired by international venture capital firm Advent International. In March 2021 Unit4 received a majority investment from TA Associates, a leading global private equity firm.
Millennium Raising Futures Kenya Golf Day 2019
Millennium Raising Futures Kenya Golf Day
September 13th, 2019
It was a sun-filled September day in Westerham when the Millennium “Raising Futures Kenya” golf day took place. The event was well supported by the payers and special guest, former World Light heavyweight Boxing Champion John Conteh, accompanied by his son James, adding sporting pedigree, physical presence and golfing prowess.
There were prizes aplenty with the European team once more emerging victorious in the Stableford overall team event. Other winners included William Hill – led by Steve Gant – who won the 4 ball Stableford prize.
The individual scratch score prize was won by Joe Jezzard of Osella Technology with a score of 75, closely followed by Colin Stansbury of Avalara with 76.
The longest drive was won by Jono Rawlings of Arthur J Gallagher, with Joe Jezzard also winning the nearest the flag prize.
Following the golf and post round dinner, a short presentation was provided by Andy King, Board of Trustees Chair at Raising Futures Kenya, who shared news from around how the funds raised at the 2018 golf event were put to good use. Tales of children helped and their subsequent journeys brought to life the tangible outcome arising from the funds previously raised. Overall the golf day raised £2,000 on the day, a sum which will be put to good use by the Raising Futures Kenya team.
Millennium Consulting CEO Phil Keet expressed his thanks to the corporate sponsors, including Avalara, Bang and Olufsen and Arbonne International as well as John Conteh and the players who took part. Phil will be visiting Kenya in 2020 to gain first-hand insight into the work being carried out on the ground by Raising Futures Kenya and will provide an update for the players taking part at the 2020 event.
If you are interested in taking part in 2020 then please refer to our events page for information. Rumour has it that the event may be taking place at the illustrious Sunningdale course….
ETL & Rules Engine Technology
ETL & Rules Engine Technology
September 2nd, 2019
With increased numbers of software applications used by today’s organisation there has been a corresponding growth in the number of “Extract, transform and load” (ETL) software companies capable of extracting data from one or more sources and transferring it to a destination system in a different format from the source system. The increased use of corporate data warehouses has driven demand for ever more powerful ETL technologies able to handle large and disparate data volumes.
Well-designed ETL systems extract data from multiple source systems, enforcing data quality and consistency standards, conforming data so separate sources can be combined and finally delivering data in a presentation-ready format so application developers can build applications and end users can make decisions.
Data extraction takes time and therefore the three phases are often performed in parallel. During the data extraction process, another transformation process takes place while processing the data already received and prepares it for loading while the data loading begins without waiting for the completion of the previous phases.
ETL systems commonly integrate data from multiple applications (systems), typically developed and supported by different vendors or hosted on separate computer hardware. The separate systems containing the original data are frequently managed and operated by different employees.
The introduction and configuration of ETL technologies can be complex. Millennium Consulting bridges the gap between software vendors and clients and help to harness the power of Rules Engines, ETL tools and Data Warehouses to store, process and make best use of corporate data.
Millennium Consulting provides Consultancy and Recruitment services relating to leading Rules Engine and ETL technologies such as Aptitude Software, Legerity, Informatica and Ab Initio. Our customers span the globe with specialist expert consultants across North America, Europe, Asia and Australasia.
Finance Transformation Specialists Since 1995
Finance Transformation Specialists Since 1995
January 1st, 2019
Millennium Consulting has been supporting customers deploy and optimise accounting software since the mid 1990’s. This has included selection, architecture, build, deployment, re-engineering and upgrade.
Accounting software selection is the first step of a process to successfully deploy a customised solution. Partnering with a quality-assured change consultancy that provides skilled, delivery-focussed teams is an essential requirement needed to achieve project success. We help clients introduce innovative working practices that help them grow, streamline cost and mitigate risk thereby enabling them to achieve long-term success.
Operating worldwide, Millennium Consulting assembles teams of experienced Change Specialists including Programme Directors, Solutions Architects, Programme Managers, Project Managers, Team Leads, Business Analysts, Functional Consultants and Technical Consultants to deploy, upgrade, re-engineer and develop the latest accounting software applications.
Successful project delivery requires people with proven technical ability, commercial aptitude, advanced inter-personal skills and a track record of success. Our selection process is thorough and demanding as our reputation is vested in the calibre of consultant that represents us which leaves no margin for error.
Our customers expect the best accounting specialists available and we make it our responsibility to ensure their needs are met.
London to Hythe Expedition Successfully Navigated
London to Hythe Expedition Successfully Navigated
October 28th, 2017
On Saturday, 28th October 2017, an energetic group of Millennium Consulting employees and associates completed a gruelling 80 mile bike ride from Trafalgar Square, London to the south Kent coast, in support of Vision Africa.
Setting off from Nelson’s Column, where Horatio Nelson is honoured for his remarkable victories, they too sought to navigate their way through the beautiful Kent countryside to the high seas of Hythe. Having luckily avoided Storm Brian which struck the UK the previous weekend, conditions were sunny but chilly for the 8:30 early morning start. It was idyllic cycling weather.
After the obligatory pre-journey team photo (above), the group set off on the trickiest part of the ride, navigating a route out of Central London. Jon Durrant and Andy Ostle made a quick getaway although unfortunately for them, it was in the wrong direction which added an additional 5 miles to their journey. The other riders peeled off into smaller groups and headed south towards the first checkpoint at Sevenoaks, around 28 miles from the start.
The promise of coffee and cake was enough to power everyone through the most undulating part of the ride and the busy “A” roads. For Dave Callanan, Duncan Howitt and Sara Carter it included a close encounter with the M25 which was not part of the original route plan. When the ‘Easy Riders’ arrived at Sevenoaks, they were met by the support team car laden with welcome ‘goody bags’ containing much needed drinks and chocolate. There was, however, no sign of the ‘F1’ riders, who were long since gone. The leisurely break also provided Duncan Howitt with the opportunity to acquire an additional passenger, who was happy to help him navigate from his lofty position perched on his shoulders (see picture below).
Having split up into smaller groups once again for the next leg, a variety of routes were taken which in some cases added even more miles. However everyone arrived eventually at the second stop in Staplehurst. After resuming the planned route, Jon Durrant and Andy Ostle were joined by Ross Richardson in Staplehurst, however, their rapid journey meant they arrived before the support team and unfortunately missed the refreshments available for the later group. The three of them continued regardless through the final 30 miles, arriving in Hythe at 2.15 p.m. an impressive five and a half hours. Brendan Shaw who was forced to ride without directions and a flat phone battery was next to arrive at around 2.45 p.m.
Next up was Rupert ‘The Lone Ranger’ Aspey who having lost the main group on the outskirts of London, made great progress on his own and with limited local knowledge, no map or directions and only his phone for company crossed the finishing line at 3:15 p.m.
The “Easy Riders” remained together most of the way through the last leg, only splitting up 10 miles from home. They all arrived at the finishing line around 5.00 p.m. with aching legs and a raging thirst. A cold beer never tasted quite so good!
A great time was had by all and most importantly over £1,000 was raised for Vision Africa. Thank you to the participants, Andy Ostle, Brendan Shaw, Dave Callanan, Duncan Howitt, John Hemphrey, Jon Durrant, Jon Shillibeer, Louise Hemphrey, Morag Hards, Phil Hards, Phil Keet, Ross Richardson, Rupert Aspey, Sara Carter and Steve Pierce. For anyone still able to contribute to this cause there’s still time to donate by visiting www.justgiving.com/fundraising/londontohythebikeride.