What should you look at on the data side during an ERP transition?

The more orderly your core data (inventory, accounts, chart of accounts, BOMs, routings), the faster and lower-cost the transition. Disorder shows up as schedule slip, extra effort, and quality issues.

How should companies, plants and branches be positioned in a single database?

Organization structure is the backbone of the data model. How you set up company/plant/branch drives how data links, how you report, and how you control access.

How should data be linked together?

Master data relationships must be clearly defined; coding standards and reference tables should be consistent. Otherwise you get broken process links and inconsistent reporting.

How should data ownership and authorizations be set up?

Every data area should have a clear owner (responsible role) and permissions should be defined by role. This discipline drives data quality and the long-term durability of the ERP.

How do you achieve full integration in ERP?

Running work outside ERP and keying it in at day-end breaks true integration. When operations, reporting and meetings run through ERP, you can say the transition is solid.

Who is an ERP consultant and why does it matter?

An ERP consultant analyzes processes and designs the right solution in areas like fit-gap, data migration and integration. They reduce project risk especially in data readiness and process design.

ERP and Digital Transformation: Consultant, PM, Go-Live, and Hypercare

The ERP consultant shapes fit-gap, process, and adaptation; the ERP project manager runs the plan, decision flow, and delivery. This page pulls together what ERP is, why projects drift, what to check during selection, pre go-live controls, and the first 90 days after go-live (hypercare). Educational only; not a product or service pitch.

What is ERP?

Enterprise Resource Planning (ERP) brings finance, manufacturing, procurement, sales, and HR into one integrated system. When implemented well, it creates a single source of truth and speeds up decisions.

Single source of truth as a design goal.
Integration across modules; end-to-end process flow.
Reporting and KPIs fed from the system.
Licensing and implementation are separate cost items.
Ownership and change management are as critical as technology.

Most common causes of drift in ERP projects

Drift is usually not technical; it comes from gaps in governance and decision rhythm.

Sponsor engages late or defers decisions.
Unclear scope and ongoing new requests.
Resource (man-day) and progress payment discipline erodes.
Go-live date stays fixed while scope or quality is cut.
Change management is limited to 'communication'.
Data migration and test windows are underplanned.
Ownership is unclear; operations are left exposed after project close.

What does an ERP project manager do?

Beyond technical delivery, they enable decision rhythm, scope discipline, and stakeholder alignment.

Designs regular checkpoints (steering) with sponsor and leadership.
Records scope changes and performs impact analysis.
Maintains risk and issue log; provides early warning.
Defines go-live and hypercare plan.
Clarifies ownership and acceptance criteria with business units.
Reports progress and variance metrics.

What to consider when selecting ERP?

Selection is not only about software; organizational readiness and process clarity matter.

A clear list of current processes and pain points.
Executive commitment and budget sign-off.
Written functional and technical scope.
Pilot or phase approach and timeline.
Integration and data migration strategy.
Change management and training budget.
Vendor references and support model.
Long-term maintenance and upgrade cost.

How to think about fit-gap in Canias/ERP-style products?

Fit-gap identifies where business needs align with standard software capabilities and where gaps exist. A vendor-neutral view: needs first, then solution.

Document business processes and prioritize.
"Fit" = covered by standard modules; "gap" = not covered.
For gaps: configuration, customization, or process change.
Customization increases cost and maintenance; prefer standard where possible.
Assess ROI and risk for critical gaps.
Document decisions to avoid later 'we didn't want this'.

Critical pre go-live checklist

Before cutover, these items should be done or tied to a clear plan.

Data cleansing and migration tests completed.
Critical integrations tested end-to-end.
UAT done and gaps closed.
Rollback plan written and known to stakeholders.
Hypercare team and responsibilities defined.
Business downtime and communication plan clear.
Go/no-go criteria and decision owner defined.
Day-one support and escalation path clear.

First 90 days stabilization (hypercare) approach

After go-live, the first 90 days should focus on stabilization, fast response, and handover of ownership. Field note on governance and visibility: `/en/insights/hypercare-nedir` (full Turkish editorial at `/tr/insights/hypercare-nedir`).

Intensive support window and response times defined.
Daily/weekly status meetings; issue log kept current.
Critical defects get fast fix or temporary workaround.
User feedback collected and prioritized.
Gradual handover of ownership to business units.
By day 90, steady-state support model and KPIs are clear.

Related pages:

FAQ

What should you look at on the data side during an ERP transition?: The more orderly your core data (inventory, accounts, chart of accounts, BOMs, routings), the faster and lower-cost the transition. Disorder shows up as schedule slip, extra effort, and quality issues.
How should companies, plants and branches be positioned in a single database?: Organization structure is the backbone of the data model. How you set up company/plant/branch drives how data links, how you report, and how you control access.
How should data be linked together?: Master data relationships must be clearly defined; coding standards and reference tables should be consistent. Otherwise you get broken process links and inconsistent reporting.
How should data ownership and authorizations be set up?: Every data area should have a clear owner (responsible role) and permissions should be defined by role. This discipline drives data quality and the long-term durability of the ERP.
How do you achieve full integration in ERP?: Running work outside ERP and keying it in at day-end breaks true integration. When operations, reporting and meetings run through ERP, you can say the transition is solid.
Who is an ERP consultant and why does it matter?: An ERP consultant analyzes processes and designs the right solution in areas like fit-gap, data migration and integration. They reduce project risk especially in data readiness and process design.