Bombardier Reflection

To ensure our third ERP implementation succeeds at a 100% goal rate, the best practice approach is essential. Based off of our experience from the Mirabel and the Saint Laurent launch, the RP consultants did a great job in identifying the 10 Best ERP implementation practices.

Based on the consultant’s analysis, on our second implementation with St Laurent, we had already successfully implemented five of the ten approaches.

·       Ensure Senior Management Support

·       Create Clear Implementation Plan and Timeline

·       Choose the Right Software

·       Ensure Effective Communication to ALL Users

·       Invest in Change Management Training

The other five approaches are equally important but needs improvement in order to reach our 100% goal. The consultants provided a concise description on the following approaches but I’d like to expand on the description.

Designate Qualified Project Team

Appointing a project manager and backfilling previous positions are important but it’s important to note that our team is a valuable resource and therefore it’s extremely important that we don’t rush the selection process.

Identify and Define Clear Objectives and Key Requirements

The objectives can't be in the form of meaningless generalities. By establishing goals and identifying potential problems or obstacles, Bombardier can prepare itself effectively and alleviate concerns the project teams may have.

Establish Key Performance Indicators (KPIs)

Establishing KPIs will allow us to measure our company’s progress toward reaching our goal. The KPI should lead Bombardier to actionable steps to achieve its goal.

Set Realistic Expectations

The goal should be to deliver quality results without any major setbacks. A realistic expectation takes into account where Bombardier exists within the context of its competitive environment and where it will be with the success of the ERP implementation.

Provide ERP Training Before and After Implementation

Changes in technology are inevitable. To maintain its efficiency, Bombardier should provide a training support system even after the implementation process. This is key because if a department lacks training or effective use of the ERP then the department can affect others and regress to using the legacy system.

Bombardier made mistakes in its initial ERP implementation but also gained valuable experience. RP consultants were successful in identifying where we need changes and providing a strong framework for our next implementation.