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Project management for ERP implementation

An ERP project is not a sprint, but a marathon with many stages. Planning, communication and change management are just as important as clear goals and realistic schedules. If you keep an overview, you will reach your goal more relaxed – and ensure that the project succeeds not only technically, but also in human terms. Because good project management is always teamwork and attitude at the same time.

This page is all about methods, tips and practical experience. How can ERP projects be planned realistically? What helps when the timetable is overturned? And how can the team stay motivated in the final spurt? Here you will find answers, tools and food for thought for all those who not only want to manage ERP projects, but also bring them to a successful conclusion.

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FAQs on project management during ERP implementation

ERP project management refers to the structured planning, control and implementation of an ERP introduction or expansion. The aim is to coordinate processes, time frames, resources and responsibilities so that the project runs smoothly and the system is introduced on time and within budget. Professional project management is therefore the basis for the successful implementation of the ERP system.

An ERP project usually affects all areas of the company. Without clear planning and control, there is a risk of delays, budget overruns or acceptance problems. Professional project management allows risks to be identified at an early stage and employees to be involved in a targeted manner. This ensures transparency, stability and sustainable project success.

A classic ERP project is divided into several phases: Analysis, conception, implementation, testing, training and go-live. Requirements are defined in the analysis phase, processes are modeled in the design phase and then technically implemented. Comprehensive testing and training are followed by live operation. A structured approach ensures that the system is optimally aligned with the company’s processes right from the start.

Change management is a key success factor in any ERP implementation. It ensures that employees understand and support the changes and actively use the system. Open communication, clear responsibilities and early involvement of all those involved help to reduce reservations and promote acceptance. After all, an ERP project is always a cultural project.

The success of an ERP project is not only reflected in the punctual go-live, but also in the sustainable improvement of processes. Key performance indicators include, for example, increased efficiency, reduced error rates or shorter throughput times. Qualitative factors such as user satisfaction and acceptance also play a decisive role. Regular success monitoring after the go-live helps to continuously optimize the system.

An experienced ERP provider accompanies the project with a clearly defined methodology – from planning to aftercare. They provide experienced project managers, ensure structured communication, support with training and contribute best practices from other projects. The result is a collaborative partnership that combines technical know-how and organizational expertise.

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