At a glance
The project duration of an ERP implementation depends less on the technology than on the strategy, organization and process discipline: with clear specifications, standard-oriented implementation and consistent project management, time is gained and risks are reduced.
Are you thinking about introducing an ERP system? Then you have probably asked yourself how long such a project will take. When researching on the Internet, you have probably come across widely fluctuating figures. Some of the general figures range from three months to three years.
You can already see from these extremely different time periods that there is no universal answer to the question of project duration. If you want to obtain a realistic value, you must first familiarize yourself with the various influencing factors. You can then work towards making the ERP implementation as efficient as possible. You can find out how to do this in this article.
What factors influence the duration of an ERP project?
Company size and complexity
The term ERP solution gives the illusion of comparability that does not usually exist. It is an identical term for systems that are in fact very different. Depending on the structure, size and diversification of a company, the requirements for the system – and therefore the type and functional scope of the software – can vary significantly.
Generally speaking, large companies generally need more time for implementation than small and medium-sized enterprises. Not only are their structures more complex. They often also have more locations, branches and departments that need to be networked with each other. In addition, the integration of a sprawling IT landscape requires more complex planning.
Not to forget: In a large company, more employees are usually involved in an ERP implementation. The opinions and views of several hierarchical levels are incorporated into decision-making processes, which usually slows down the project process. In comparison, small and medium-sized companies are more flexible: they require less coordination and can therefore make and implement decisions more quickly.
Need for adjustment
The more individual adaptations and integrations are required, the longer the implementation will take. Changing or expanding the standard usually involves a great deal of programming and close coordination between the customer and ERP provider. This naturally costs time and drags out the project.
But that’s not all: additional adjustments increase the complexity of the project and consequently increase the risk of errors and unplanned delays. They also increase the maintenance effort after system updates. This is because individual programming is often not updated automatically and must always be checked and, if necessary, reprogrammed and tested. Compared to a standard ERP implementation, this results in significant time and cost disadvantages.
Christine Übel, Asseco Solutions
Good preparation is a basic prerequisite for a smooth and speedy project process.
Resource availability
Many companies underestimate the internal time required for an ERP project. They assume that their own employees take on a predominantly coordinating role. However, this is not the reality: the project team works closely with the provider and is involved in all processes. For this to work, you need sufficient human resources.
For project management and key users in particular, the ERP implementation means a considerable amount of extra work:
- The project manager monitors and coordinates the project. They should be prepared to spend around 70% of their working time on the ERP project – over the entire implementation period.
- The key users act as an interface between the project team and the end users. The further the project progresses, the more they are involved. They have to invest around 50% of their working time during the implementation phase and around 70% during commissioning. Finally, they are responsible for training their colleagues.
| Role | Project phase | Proportion of working time | Main tasks |
| Project management | Total period | approx. 70 % | Coordination, monitoring, communication |
| Key User | Realization phase | approx. 50 % | Tests, feedback, coordination with users |
| Key User | Commissioning | approx. 70 % | Training, support, process acceptance |
In this context, please note that not only the availability of time, but also the qualifications of the team members are decisive success factors. Both personality and professional skills play an important role. The project manager, for example, should be empathetic and assertive at the same time – otherwise the project threatens to go beyond the time and cost framework.
More on the right choice of project manager:
ERP project management: What you should look out for when making your selection
ERP key users: How to find and promote your “key people”
Data migration
During an ERP implementation, data always has to be transferred from old systems to a new solution. The larger the amount of data to be migrated, the more time-consuming this process becomes. This is because migrating large amounts of data not only requires more storage space and computing time, but also careful planning.
However, data quality is even more decisive for the time required. It is not uncommon for incorrect, outdated, duplicate or incomplete data to be present. This data must first be cleansed and consolidated before migration. Such data cleansing is extremely time-consuming, as it requires manual checks and coordination with specialist departments.
Change management and training
A smooth ERP implementation is largely determined by employee acceptance. This is due to the fact that an ERP system always entails far-reaching changes in everyday working life. When familiar processes change and technology takes over manual tasks, uncertainty quickly spreads. Without early involvement and transparent communication, some people feel left out or overwhelmed. This in turn can culminate in resistance, fear and mistakes.
It is therefore important that you involve the workforce both professionally and emotionally. Clarity and trust can only be achieved through targeted training and open discussions with the project management. Employees who understand the purpose and benefits of the new system will be more open to the change and get actively involved. In this way, you will make rapid progress. The introduction of an ERP system is a strategic organizational project with a strong IT component – not just an IT project, but a company-wide transformation.
Choice of implementation method
Last but not least, the chosen implementation method has an influence on the time required. It should always suit the company and the project to ensure that the project runs smoothly. These three models are possible:
Classic introduction
In the classic implementation (often referred to as the waterfall model ), the project is divided into successive phases: Start-up, conception phase, realization phase, commissioning and completion.
Each phase is fully completed before the next one begins. This creates a clearly structured process with a high level of planning reliability and detailed documentation. This methodology is particularly suitable for companies with complex processes and high documentation or compliance requirements.
Agile introduction
In agile implementation, the project is divided into short, recurring cycles (iterations or sprints). Instead of strictly adhering to a fixed process, the focus is on flexible adaptation to new requirements.
Interim results are presented regularly, which creates a close exchange with users and stakeholders. The project team works in a self-organized manner and decides independently on the concrete implementation within the agreed objectives.
This methodology enables fast results, continuous improvement and a high degree of transparency. It is particularly suitable for dynamic environments in which requirements are not yet fully defined or can change significantly over the course of the project.
Hybrid introduction
Hybrid implementation combines traditional and agile approaches. While overarching project phases, milestones and framework conditions are planned in a clearly structured manner according to classic principles, the operational implementation of individual work packages is carried out in short iterations in an agile manner.
This allows planning reliability and documentation requirements to be combined with the flexibility of agile methods. Interim results can be tested and adapted at an early stage without losing sight of the overall plan.
This methodology is particularly suitable for organizations that have to take complex processes and high compliance requirements into account, but also want to benefit from the adaptability and dynamism of agile working methods.
We will find out together which method is right for you.
Efficiency according to plan: How to shorten the duration of the ERP implementation
As you can see: The duration of an ERP project cannot be generalized, but rather depends on the specific use case. This approach is important in order to avoid a fatal error in thinking: The principle of “Quick, quick!” does not apply to the successful introduction of an ERP solution. Instead of rushing, we recommend well thought-out planning.
1. prepare the project well
We cannot emphasize this often enough: Good preparation is a basic prerequisite for a smooth and speedy project process. This includes above all definition of clear goals and requirements. However, the establishment of an optimally aligned change management and the composition of a competent project team also fall into this first phase.
By defining clear responsibilities, everyone involved knows their roles and duties. This prevents internal conflicts and misunderstandings due to unclear responsibilities.
2. plan the ERP implementation in phases
If you divide the ERP project into structured stages with intermediate goals, you reduce complexity and achieve results faster. You recognize problems at an early stage and are able to initiate the necessary adjustments in good time. Employee training, for example, is a suitable phase in its own right. The end result is the ability of the workforce to work productively with the ERP solution.
3. choose an experienced partner
An ERP provider with years of project experience knows best-practice approaches based on tried-and-tested models and industry-specific templates. Instead of developing processes from scratch, you can fall back on proven solutions and modify them slightly if necessary. This reduces errors and saves time.
An experienced provider also has specialist knowledge, project management experience and clear procedures. They will find the right implementation method for you and can support you with external consultants if required.
4. rely on regular performance measurement
By tracking measurable key performance indicators (KPIs), it is possible to objectively evaluate project progress and identify risks in good time. On this basis, the project team is able to continuously improve processes and initiate targeted countermeasures in the event of problems. This avoids delays and ensures that targets are achieved on time.
5. limit the project scope
Many companies define too many functions right at the start. However, it is not necessary to implement every conceivable feature in the first step. It is more efficient, cost-effective and time-saving to only introduce the ERP standard at first. You can always purchase additional functions and individual programming later if required.
6. consider fast track implementation
Fast Track Implementation (FTI) is a special implementation methodology from Asseco Solutions. It is particularly convincing when an ERP system is to be introduced quickly, leanly and practically. The focus is clearly on the APplus standard and the central ERP core processes. This focus significantly reduces the amount of customization required, meaning that an implementation is possible within just a few months.
However, FTI is not equally suitable for every company. If you need a highly individualized solution or have to map very complex processes across several locations, the classic introduction is more recommended.
Our recommendation: Check with us whether your requirements can be predominantly covered by the APplus standard.
User examples from practice:
DIL Engineering GmbH:
DIL introduced APplus in just seven months. The decisive factor was the absence of customization – this allowed the company to get started quickly and at the same time gain transparency over the life cycle of its machines.
WMB Ventilatoren GmbH:
At WMB, the implementation only took four months. This was made possible by the consistent adoption of standard processes and pragmatic data collection by the employees themselves as part of the fast track implementation.
Conclusion: You yourself have a massive influence on the project duration
The duration of an ERP project can vary greatly from company to company. What is certain, however, is that the efficiency of an ERP implementation never depends on the technology alone. In most cases, the processes and the project participants are the weakest links. A lack of organization, poorly defined goals and resistance from employees lead to delays much more often than software bugs or incompatible hardware.
So our tip: get your organization in shape before you embark on the ERP implementation. Determine what you want to achieve with the ERP system, select a suitable project team and get your employees on board in good time. In this way, you can bring your ERP project to a successful conclusion on schedule.
Whitepaper on Fast Track Implementation
With FTI, ERP implementation can be completed in just a few months. Read here whether the method is also suitable for your project.
