- Take Care Of The IT Fundamentals. If, after four years, your company’s IT infrastructure is still broken and you can’t keep the lights on, the rest of this discussion doesn’t really matter. And make sure you assess your situation from your company’s point of view, not yours.
- Spend More Time With Your Business Counterparts. Those would be the departmental VPs, especially those who runs sales and operations. Focus on what they need to succeed. Explain that your organization can adjust the ERP, if needed, to meet critical requirements, but that you need to understand what they are. Your goal is to enable better performance than they thought possible, and you need to ensure that the ERP has the right configurations, ready to go. Ask the departmental chiefs how they measure your success, and make sure they see results in their terms.
- If You Don’t Know Your Core Business, Learn It. Find out where your markets are headed. Talk with key customers to find out what sort of IT enablement would extend your company’s value. Recommend new sub-projects or ERP extensions that will support your ideas.
- Research Your Competitors. Determine if they have key IT initiatives that threaten your company. Present this information to your management team and explain the counter strike you would like to make.
- Hand Over Day-To-Day Management Of The ERP Conversion. Give it to a highly competent lieutenant. You need to remove yourself from your current job and distance yourself from that project. Give the new ERP manager credit for his/her work, and don’t let the project come off the rails.