7 mistakes that sink ERP implementations — and how to avoid them
By Al-ArjanUpdated: 9 min read
The seven mistakes
- No internal decision owner with time and authority.
- Open scope: “let’s add this too” every week.
- Migrating old data without cleaning it.
- One training session for everyone instead of per-role training.
- Customising the system to match every old habit, even bad ones.
- Launching all modules and branches on one day.
- No plan for post-launch support.
The golden rule
Change the process where the process is wrong, and customise the system where the process is your advantage. Telling these apart is what separates a successful project from an expensive system that repeats old problems.
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Get a quote in two minutesHow should the implementation be phased?
A successful implementation goes through clear phases, each with a written output: analysing and documenting current processes, then setting up the basics (chart of accounts, items, branches, permissions), then migrating and testing data, then training each role on its tasks, then a pilot run, then go-live and follow-up. Jumping from analysis to go-live is the shortest road to a system nobody uses.
Start with the module that fixes today’s biggest loss, usually inventory or accounting, then add the next modules once usage settles. Phasing reduces risk and shows results early.
- Process analysis and documentation
- Basics and permissions set up
- Data migration and reconciliation
- Role-based training
- A parallel pilot run
- Go-live with weekly follow-up
Should the old and new systems run side by side?
A short parallel run, usually one monthly cycle, is the clearest test: transactions are recorded in both systems and balances and reports are compared at month end. If they match, the old system is switched off on a fixed, announced date. An open-ended parallel run doubles the work and pulls staff back to what they’re used to.
Before go-live, reconcile opening balances: customers, suppliers, stock and cash boxes in dinar and dollar. Any error here follows the new system for years. Moving data out of spreadsheets is covered in from Excel to an ERP system.
Frequently asked questions
Who should own the project?
A manager who understands the processes, can settle cross-department disputes and dedicates weekly time.
How long does ERP implementation take for a mid-sized company?
Core modules usually take 3 to 6 months, longer with more branches, more data to migrate and more customisation. A phased rollout gets the first module running well before that.
Who should lead the project inside the company?
A manager with decision authority and dedicated time, not the IT person alone. The important implementation decisions are business decisions: who approves discounts, when the month closes, how goods are costed.