How to Build an ERP Implementation Team That Works

Most companies spend months comparing ERP software systems and just a few days deciding who will run the project. That approach is backward. Your ERP implementation team will shape the outcome more than the software you choose.

ERP is a business project. Staff it like one.

I do understand why software gets all the attention. It’s the visible part. The ERP has demos, feature lists, and pricing to consider. Organizing the team feels like an administrative detail. But it is not.

ERP selection and implementation can change the entire company. It affects the people, processes, reporting, decision-making, and customer experience. It will stretch employees, require a substantial investment, and demand strong leadership. 

That is not an IT project. That is a business project. 

Why Does the Team Matter More Than the Software?

The software is rarely what makes or breaks an ERP project. Industry-specific systems can support 80 to 90 percent of the business out of the box, so nearly every system on your short list can run the company. That’s why it made the list.

What separates success from failure is the people. Your team defines the remaining requirements, chooses the implementation partner, and carries the organization through the disruption.

And there will be disruption. For small and midsize businesses, a well-run implementation often lasts six to nine months. Business does not stop during that time. Your team takes on implementation work on top of their regular jobs, and they do not get more time to do both jobs.

How to Structure Your ERP Implementation Team

I often compare an ERP project to how a company handles a crisis. The companies that come through well do two things: 

1. They are open with employees about what is happening and why. 

2. They organize the work so everyone knows their role. 

That second step starts with three core roles:

The Executive Sponsor

The executive sponsor leads from the top and clears the path for the team. Sometimes that means telling other leaders that the ERP project takes precedence over competing work. When the extra workload starts to take a toll, the sponsor keeps momentum going and explains to the rest of the company why the project matters.

However, the executive sponsor should not be involved in the team’s daily activities. The team needs the freedom to ask questions, gather information, and run a strong evaluation. The sponsor’s job is to get regular briefings, ask questions, give guidance, and break ties when the team is deadlocked.

The Project Manager

The project manager is responsible for making sure the plan is developed and executed. This role spends more time planning, organizing, and holding people accountable than doing hands-on work. As the project matures, evaluating and implementing the ERP system will become a major focus for the project manager.

Department Decision Makers

Each department needs a decision maker on the team. Their role is to represent and advocate for their department, help define requirements, evaluate options, and make decisions. They should also bring in subject matter experts from their departments, and that is where many companies fall short.

Put the People Who Do the Work on Your ERP Team

A common mistake I see is letting a small group of managers and consultants define the requirements without input from the people who do the actual work. That means line workers, clerks, warehouse employees, delivery teams, production teams, and accounting staff. They know what needs to be done, how it is handled today, and where the problems are. The details are where requirements hide.

For example, on one implementation project, warehouse personnel reviewed the proposed picking process after it had already been designed. Once the warehouse lead walked through the process, several major gaps became clear. The same thing happened when the delivery drivers reviewed their workflows.

The managers who designed those processes were not careless. They just didn’t have the warehouse-floor view.

There is another reason to bring these employees in early. Many of them have built spreadsheets, databases, and informal processes to fill gaps in the current system. Some of those tools took years to develop. The people who built them often feel a real sense of ownership, because those tools helped them do their jobs well. 

Ignore that ownership, and it turns into resistance.

The lesson is simple: Talk to the people who do the work. ​“Talk to Sandy in accounting” reminds you that the best operational insight often comes from the person who lives inside the process every day.

How Much Time Will Your ERP Project Team Need?

This is the part most companies underestimate. Here’s what to plan for.

These hours are not free. They come on top of full-time jobs, and will take six to nine months. That’s a long time to carry a second job. Decide what can be delayed, delegated, or backfilled before the project starts, not after the team is already stretched.

The Extra Workload Is Only Part of the Burden

New processes will not always work the first time they are tested. Some tasks will have to be redone, and that gets frustrating. Some users will struggle with the change itself.

This is why change management matters. Leadership support has to last throughout the entire project, not just at kickoff. Start communicating early. People should hear what is coming, and why, from leadership before they hear it through the grapevine.

Answer These Four Questions Before You Look at Software

Before you schedule a single demo, sit down with your leadership team and work through these four questions.

1. Who is best suited to fill each role?
2. How will your team handle the disruption?
3. What spreadsheets, databases, and workarounds have your employees built to do their jobs? Those tools will tell you a lot about what the current system is missing.
4. When will you start telling everyone what is going to happen?

If you cannot answer these questions with confidence, you are not ready to look at software yet. That is not a setback. It is the work that makes everything after it go more smoothly.

ERP Implementation Team FAQs

Who should be on an ERP implementation team?

An executive sponsor, a project manager, and a decision maker from each affected department. Those decision makers should bring in the daily users in their areas, from clerks and warehouse staff to accounting.

How much time does an ERP implementation team spend on the project?

Implementation team members typically spend 10 to 15 hours per week. The project manager should plan for 20 to 30.

How long does an ERP implementation project take?

For small and midsize businesses, a well-run implementation often takes six to nine months.

What does an ERP project manager do?

The project manager makes sure the plan is developed and executed. The role is more about planning, organizing, and holding people accountable than hands-on work. Expect 20 to 30 extra hours per week during implementation.

Who leads the ERP implementation team?

The executive sponsor leads from the top, sets priorities with the leadership team, and breaks ties when the team is deadlocked. The project manager runs the day-to-day plan.

How do you prepare your team for an ERP implementation?

Tell the company early what is happening and why. Assign clear roles, plan for the added hours, and involve the people who do the work every day in defining requirements.

Is ERP implementation mainly an IT project?

No. ERP affects people, processes, reporting, decision-making, and customer experience. It is a business project and should be staffed like one.