Why Outsourcing the “Internal” ERP Project Manager Often Saves the Program
- John Hannan
- 2 days ago
- 4 min read
Multi‑system ERP programs are rarely one‑vendor shows. Even in mid‑market implementations you’ll see an ERP platform plus two to five ISVs (WMS, MES/LIMS, labeling, tax, quality), an integration partner, security/SSO, and a handful of internal stakeholders who still have day jobs. Vendors are strong at their product. What’s usually missing is someone accountable for the whole scope, timing, decision rights, and the seams between teams. That’s the work of an internal ERP project manager. And yes, that role can (and often should) be outsourced.
When every vendor “manages their piece,” programs drift
Common symptoms we see across industries
No single plan - Each vendor carries a schedule; none own the cross‑dependencies (environments, data readiness, cutover order).
Integration by assumption - Field mappings, error handling, and retries are “handled in UAT.”
Environment entropy - Refreshes wipe config, bundles lag, test data doesn’t match.
UAT≠User readiness - Scripts exist, but roles, approvals, and training paths are unclear.
Decision fatigue - Questions get answered in chat threads and never land in a decision log.
Budget opacity - Change orders appear late because scope creep wasn’t captured early.
The net effect is the business carries the risk and the coordination burden often without the time or the tools.
What an outsourced “internal” ERP Project Manager actually does
Think of this role as your owner’s rep who is vendor‑neutral and accountable for outcomes.
Own the integrated plan - One baseline, one critical path, one place to manage dependencies across ERP + ISVs + security + reporting.
Run program governance - Weekly cross‑vendor stand‑up; RAID log; escalation path; monthly steerco with decisions framed (not discovered in the room).
Guard the seams - Interfaces, data, roles/approvals, and environments—documented, versioned, and tested before UAT.
Triage scope vs. value - Translate business goals into a sequenced backlog (go‑live vs. later) and control change so surprises become choices.
Operationalize testing - Fit‑for‑purpose test cycles (unit, SIT, E2E, UAT), entry/exit criteria, and evidence; close the loop into training.
Ready the cutover - Dry‑run plan, timing windows, command center playbook, and rollback points.
Keep vendors effective and accountable - Clear inputs/outputs, acceptance criteria, and a cadence that lets each partner succeed without stepping on others.
This is not a substitute for your SI or product specialists—it makes them more successful by giving them a coherent program to plug into.
Why it’s reasonable to outsource the role
Neutrality - A third party can call scope, risk, and quality without protecting a product line or internal politics.
Focus - Internal leaders already own operations. An embedded PM lives in the plan and the RAID, every day.
Pattern library - Experienced PMs bring templates, decision trees, and “what good looks like” for multi‑vendor ERP.
Speed to green - The first 30–45 days are about structure; an external lead can land that quickly and let SMEs stay in their lanes.
Structure that works (and scales)
Mobilize (2–3 weeks)
Stand up the single plan, RAID, and decision log.
Confirm team model: sponsors, design authority, workstream leads, change control.
Freeze naming conventions and source‑of‑truth tools (e.g., Monday.com + shared drive).
Orchestrate (sprints to UAT)
Weekly - Cross‑vendor sync (10–15 minutes per workstream).
Bi‑weekly - Design/decision board; showcase progress; capture deltas to scope.
Monthly - Steering committee; go/no‑go checkpoints; budget/CO visibility.
Land (cutover)
Mock cutover; dress rehearsal; command center; hypercare plan and KPIs.
What this role is not
Not the SI doing configuration.
Not a replacement for a product owner.
Not a ticket‑chaser. It’s the glue, meaning your PM is making sure configuration, integration, data, validation, training, and cutover move in sync.
Signs you need an outsourced internal PM
“Who owns X?” comes up twice in the same week.
UAT is four weeks away and scripts aren’t mapped to roles.
Interfaces “pass” but fail on volume, errors, or refreshes.
Steering updates are slide‑heavy and decision‑light.
Your best internal leaders are spending nights coordinating vendors instead of running the business.
A pragmatic 30‑day starting plan
Week 1 – Clarity
Publish a one‑page charter (scope, objectives, definition of done).
Build the integrated Milestone Map and dependency list; socialize.
Week 2 – Control
Stand up the RAID; open action items with owners/dates; start a daily 15‑minute cross‑vendor huddle.
Freeze environment strategy (refresh rules, data sets, access).
Week 3 – Confidence
Define test cycles with entry/exit criteria; draft UAT role matrix.
Map top 10 integration contracts (field list, error handling, retries).
Week 4 – Cadence
First SteerCo with three decision asks (not fifteen slides).
Publish the E2E demo plan and readiness checklist (data, roles, scripts).
FAQ
Can’t my SI do this?
SIs can run their stream; they rarely own other vendors, business change, or budget tradeoffs across partners.
Isn’t this what a PMO does?
A corporate PMO is invaluable, but it’s portfolio‑oriented. ERP delivery needs a hands‑on program lead embedded with the teams.
Will this slow us down?
Good orchestration speeds delivery by eliminating rework and clarifying decisions; it reduces late change orders and “UAT surprises.”
A quiet way to engage
If your program involves multiple systems and partners/ISVs and you want a vendor‑neutral owner’s rep, start with an assessment sprint. This is where we review the plan, RAID, integration seams, and decision log; then leave you with a prioritized punch list and a cadence that sticks.
Organizations searching for help with outsourced ERP project management, multi‑vendor ERP programs, ISV integration management, ERP owner’s rep, D365/Sage/Epicor/Infor/NetSuite/Acumatica + ISVs, UAT and cutover readiness, RAID and steerco governance, and program recovery often need a neutral lead who can orchestrate vendors, integration, data, validation, and change. An embedded, vendor‑agnostic ERP program manager provides that structure, aligning scope, timelines, and decision rights so complex implementations land on time and in control.