ERP SELECTION INSIGHT AND BEST PRACTICES

What to settle before you sign the ERP contract and SOW - the eight areas we review, two lessons from work after signature, and what three second opinions found.

Most stalled ERP programs are recovered, not restarted. What the first sixty days of a reset look like, from the inside of a national distributor's Dynamics 365 program.

When a partner-led Dynamics 365 program fell behind, a national distributor brought in an independent leader to reset methodology, plan and governance. Here is how it went.

Project mobilization is the phase between contract signing and execution where ERP outcomes are decided. This guide breaks down the mobilization actions that reduce go-live risk across program governance, data migration, testing, cutover, hypercare, and change adoption, plus a practical checklist to keep teams aligned and accountable.

ERP projects rarely fail because the software doesn’t work—they fail because no one owns the whole picture. When multiple vendors, ISVs, and integration partners are involved, coordination gaps multiply. An outsourced internal ERP project manager acts as the owner’s representative, bridging systems, timelines, and decisions across teams. This post explores why neutrality, structure, and focus often make the difference between drift and delivery.

ERP implementations run late for predictable reasons: change management, unrealistic estimates, weak governance, bad data and thin resources. Here is how to avoid each one, and why most of them are set during selection.

Before replacing your ERP, determine whether the real problem is the software, implementation partner, business processes, data, or user adoption. An independent ERP assessment can clarify whether optimization, a partner change, or a new ERP selection is the right move.

A CRO sells a service, not a product, so its ERP needs differ: project accounting, milestone invoicing, prepayments and deferred revenue, and time tracking.