You’re an ERP professional who needs to build relationships with stakeholders. How can you do it?

Today, the pace of technology evolution require lightning speed decisions during implementation of ERP. Therefore, building a meaningful relationship in an ERP implementation require a blended approach of: • Early identification and introduction of key influencers and stakeholders • Fostering a relationship of trust through clarity on short intervals • Define traceable driver and metrics to measure success • Innovative approach of leveraging AI and human intelligence to extract experience metrics Most importantly, everything doesn't know everything. So, on a human level, try different tools of communication under the right translation of expected outcome is achieved.

SAP ERP follow SAP Activate methodology, provided methodologies are best for execution, based on the project requirement, furthermore they get overhauled every year by gathering the information from the lessons learned from the project & other information gathered through other means. SAP Activate has more items than what you mentioned. 1.Best Practices Solutions greatly shorten deployment of SAP solutions. 2.Proven set of Acceleration Techniques & Deployment Strategies. 3.Focus on shorten time to value, reduce cost & risk while moving forward. 4.Better engagement between Business & IT. 5.Flexibility in your strategies. 6.Meetings with the Cross-functional teams. 7.Identify a core team to focus on planning & integration. Best of Luck.

An ERP project involves multiple stakeholders with varying priorities. To ensure its success, consider the following steps: 1. Define RACI: Clearly outline roles and responsibilities for both internal and external stakeholders using a RACI framework. 2. Clarify Roles & Responsibilities: Clearly define roles and responsibilities, particularly for critical decision-making points like Go/No-Go and risk acceptance. 3. Establish Escalation Metrics: Develop metrics for escalation to address blockers promptly and effectively. 4. Maintain Regular Stakeholder Communication: Implement a regular stakeholder cadence to monitor project progress and ensure alignment with stakeholder expectations.

In my opinion this is the most important but highly neglected aspect. Ancient traders always took time to understand who they are serving to the enable them to serve them better. In the modern world of projects , it is best to take time to understand the stakeholders, understand their interest and their influence. This helps unearthing the opportunities, communication requirements and everything else required to keep things progressing in the right direction . This is something basic and something simple . Enabling this makes the process richer and better

ERP Project encompasses business transformation and would need a proper governance structure. This starts with following:- 1. Identifying stakeholders 2. Defining roles, expectations and time frames needed for them during the project 3. Understand key expectations and KPI for the project. 4. Report Periodically, share concerns and take feedbacks for improvements and collaborate 5. Identify business Influencers and make sure the business is leading change management effectively 6. ERP project is not a simple technical change but a business transformation that needs more business engagement to be successful

The success of any ERP is not as much in the technicalities as in the mind. The mention of ERP systems generates fear, confusion and resistance in the workforce, mostly due to ignorance about it and its impact on their jobs. A smart ERP professional needs to maneuver this emotional journey very deftly by creating trust not only in him but also in the system to be implemented. This requires a lot of communication, respect for the person's concerns, demonstrating value, and continuous honest feedback along the journey

Absolutely the one thing you need to do is take a genuine interest in their business, their industry, their day to day pain points. You MUST put yourself in their shoes, and live their lives (figuratively) to understand the crux of the problems you are potentially going to solve using any technology. FAR too few people do this, and ultimately it leads to a poor relationship between them and the stakeholders, which impacts everything downstream from there. Live their lives, take a genuine interest in their business and industry to build genuine relationships, and create tangible change and impact.

ERP Projects are digital transformations of a company. These can be pretty large and need proper planning. I have lead over 15 large global rollouts of ERP and based on my experience they key factors are: 1. Identify Stakeholders / business process owners. 2. Define scope, plan phases and do not try to solve all problems in one go. 3. Define roles and responsibilities for each area. 4. Change Management is critical. 5. Create a project plan and align with business. 6. Provide adequate training for users on the new system. 7. Define process flows, what is manual vs automated. 8. Provide regular stake holder and team updates. 9. Manage scope creep. 10. Deliver and plan for hyper care period to stabilize before starting Phase 2.

En cualquier proyecto de ERP, es fundamental establecer una base sólida de comunicación, colaboración y compromiso. Aquí te presento tres estrategias clave para lograrlo: 1. Expectativas y Roles claros - Establecer expectativas claras en cuanto a los objetivos del proyecto, los plazos de entrega, los estándares de calidad y el nivel de participación requerido. 2. La Innovación implica Creatividad - Crear un ambiente de trabajo inclusivo y colaborativo donde se fomente la participación activa de todos los miembros. 3. Comunicación, Comunicación y Comunicación. - Fomentar la retroalimentación constructiva y el intercambio de ideas entre los miembros del equipo para promover un ambiente de aprendizaje continuo y mejora constante.

1. Focus on clear communication 2. Understand business needs 3. Deliver consistent value 4. Engage regularly 5. Value feedback

In the ERP realm, fostering strong stakeholder relationships is essential for success. Building trust and rapport begins with active listening and understanding their needs. Regular communication, transparency, and reliability in delivering solutions reinforce trust. Additionally, demonstrating expertise and providing value-added insights instils confidence in stakeholders. Establishing a genuine connection, showing empathy, and consistently exceeding expectations are vital strategies to nurture long-term relationships within the ERP ecosystem.

Trust and rapport are essential. People buy from people, they don’t buy product. The more trust you can build the better. Be genuine, be yourself, and be upfront with the process.

Building trust and rapport takes time and patience. Always be consistent and transparent and communicate effectively. Showing value and matching the right solutions to their needs now and into the future will solidify your value.

Trust and rapport, are the most important aspects of ERP implementation. If you develop a healthy relationship with client and if your client trusts you, then project implementation becomes easy. If you are working in technology consulting then you may face a lot of issues in terms of “Product Limitations”. If you have a good rapport with your client then these discussions become easy. Also if your client trusts you then they will understand these limitations as well and then your implementation becomes smooth and successful.

It takes time to build trust and rapport with the stakeholders and it always start from open, transparent and clear communication. Once the relationship is in place, you get their buy in and commitment in project implementation. We need to hear from them to manage their expectation on what they need essentially or is it good to have, in order to assess the impact and advise the solution

Durante contato com os Stakeholders é interessante ter uma conversa o menos formal possível, procurando saber quais os assuntos que eles têm mais interesses, utilizando a escuta ativa. Nos primeiros momentos é sempre mais difícil conseguir aproximação, daí usar de estratégias para adquirir mais abertura para conversas extremamente formais.

Há pequenas ações que ajudam muito na construção de confiança. Cumprir com promessas é a primeira (e mais importante) delas. Além disso, é fundamental trabalhar a "presença" nas interações: nada de responder a um chat enquanto acontece uma reunião; ao invés disso, demonstre escuta ativa e posicionamentos pertinentes.

Relationship building is born with empathy. Knowing how to listen and understand your colleague’s pain is very important. Using ERP, we can help many people in the company. Understanding the power of knowing this tool and knowing how to commit to this mission of collaborating is essential.

Most companies have had at least one bad experience. That bad experience outweighs all of the good experience some times. Building trust with experience, listening the customers, acknowledge the customers pain points and addressing the points are very important. You should never over promise and under-deliver to a customer. If some reason something cannot be completed as promised a valid reason should be given and negotiated with the customer to maintain the credibility and trust given. Once trust is lost it is very hard to get it back from a customer.

REINF A Natureza de Rendimento determina o código de IR que será informado na DCTFWEB. O mesmo código de serviço constante na Lei Complementar 116/2003 poderá ter duas naturezas de rendimentos distintas, o profissional deve escolher a correta.

Communication in my opinion is the key to building trusted relationships at every level. Don't surprise anyone - keep them informed at every stage of your engagement and you will build trust quickly and maintain it. If you see stakeholders that are confused or making decisions you wouldn't have expected it's likely that they have not had the right communications.

Effective Communication is key in every aspect - Communicating regularly and effectively with stakeholders, keeping them informed about project progress, milestones, and any potential issues. Tailoring one’s communication style to each stakeholder group’s preferences and priorities. Along with actively listening to stakeholders’ concerns, feedback, and suggestions. Showing empathy and understanding, and being open to incorporating their input into project plans and decisions.

I agree - that clear, concise and frequent communication forms one of the most important aspects of stakeholder management. This especially holds true in today’s global and hybrid work environment with diverse workforce.

To build relationship with stakeholders I always believe that being a helping hand first is the key. This gives an opportunity to demonstrate one's knowledge and expertise. This way we open the channel of communication from both the sides. Also making customer satisfaction the priority sets the right mode in achieving this goal.

Don’t forget the 3 Ps. Plan plan plan. Plan the project Communicate with stakeholders Plan/communicate with all levels of all departments. Plan to test before going live Plan for the unexpected

An implementation project is based on two-way communication, at all times. Meetings with useful and valid content must be coordinated with a frequency determined by the time of implementation, probably at the beginning when we are getting to know the users and their reality deserves more meetings than at the time we are developing. Meaningless meetings without an agenda and deliverables or concrete decisions at the end of them are not worth it.

It's been said that communication is the key in any business or personal relationship. Firstly we need to identify the stakeholders ie. End user and manufacturers. Should there be shipping delays for end user to receive product this needs to be effectively communicated as well as proper shipping timelines taken into consideration from manufacturer.

Tailored Communication: Understand priorities, challenges, and communication preferences. Messages should resonate with others interests and objectives. Concise Updates: Focus on key achievements, challenges, and next steps. Avoid unnecessary details. Regular Meetings: Schedule check-ins, solicit feedback, and address concerns. Transparency: Maintain transparency by openly discussing project status, risks, and mitigation strategies. Build trust by acknowledging both successes and setbacks. Visual Aids: Utilize charts, graphs, and dashboards to convey complex information succinctly. Proactive Communication: Anticipate information needs, insights, and recommendations. Two-Way Dialogue: Actively listen to concerns, questions, and suggestions.

Para uma comunicação clara e frequente, é importante seguir algumas práticas essenciais: 1. Seja direto e objetivo: Evite usar jargões ou termos complexos, optando por uma linguagem clara e compreensível para todos os envolvidos na comunicação. 2. Evite ambiguidades: Seja específico ao transmitir suas ideias e evite deixar margem para interpretação equivocada. Utilize exemplos ou ilustrações, se necessário. 3. Ouça atentamente: Preste atenção nas informações recebidas e esteja aberto para entender diferentes perspectivas. Faça perguntas para esclarecer dúvidas e garantir que você compreendeu corretamente o que foi dito.

Stakeholders take their job seriously. They may try to protect some micro level functionalities that may be lost as a result of change of business process. It is important stakeholders feel heard. Instead of ignoring their need for functionalities, honest conversation on how new business process will help in optimization and overall benefit to the organisation should be explained. This along with support from senior management creates optimum environment for change.

Un correcto levantamiento del status quo, presentar claramente la funcionalidad del ERP a los distintos usuarios claves, la creación de pruebas individuales e integrales por proceso y una clara definición de los recursos necesarios para la implementación son fundamentales para que la final se pueda tener éxito en cualquier implementación de un software más si es un erp!

Sugiro montar um cronograma de Engajamento dos Stakeholders sincronizado com o cronograma de implementação. Envolver as partes interessadas desde o processo comercial. Criar um ambiente de Segurança Psicológica permanente para que as pessoas possam se expressar sem medo de retaliações ou mal interpretações. Promover constantes ações de engajamento (10a área do PMBOK) de forma adequada e respeitosa. O modelo top down não é mais coerente com as relações horizontalizadas e os quase já maioria nativos digitais. Há que se escutar e manejar as características e talentos das gerações mais maduras com o frescor e fluidez das gerações mais novas, resultando num projeto Humanware + Process + Software + Hardware de sucesso.

I would like to mention two of the most important conditions for establishing a successful communication infrastructure in an ERP project. The first of these is the creation of the project team. The project team should be formed in accordance with the project requirements. In ERP projects that cover all activities of the company, experienced personnel who can establish connections between functions and modules and have strong communication skills should be preferred. Another important issue is the creation and presentation of progress reports. Clear, understandable and informative progress reports will give project owners clearer information about the project progress.

Do not Over commit Expectations of the end user as they will be never ending Stick to the purpose and prime Goal to achieve . Rollout the expectations desired and than filter the wish list correlate the same with Goal and implement . Baby steps will always produce good results

Getting support from stakeholder is like a gathering what’s their expectation in the project. By identifying their expectation, we can manage business process and operating procedures to achieve their expectation. So, we know our destination before starting the journey.

Debemos partir de entender que necesita y espera la organización y cada parte interesada, establecer objetivos que aterricen las expectativas y mantenernos en constante validación del avance de los mismos, así como la verificación de su vigencia, ya que en los entornos cambiantes de hoy, es probable que debamos replantear objetivos.

Managing stakeholder expectations and conflicts involves setting clear goals and scopes, updating stakeholders regularly, and resolving conflicts through negotiation or mediation.

Para melhorar a busca por feedback dos stakeholders, é essencial criar canais de comunicação abertos e acessíveis, permitindo a troca contínua de ideias ao longo do projeto. Isso pode incluir plataformas digitais colaborativas e estabelecer uma cultura que encoraje a participação ativa dos stakeholders. Ao demonstrar interesse genuíno nas contribuições deles e integrar suas perspectivas ao projeto, você fortalece os relacionamentos e aumenta as chances de sucesso do projeto de ERP.

One of the ways of building relationships, is having continuous engagement . Having frequent updates , formal governance to keep your stakeholders engaged on projects really helps. More the engagement better is the communication and trust which helps the project and the teams involved

In ERP implementation, fostering stakeholder relationships is key. Building trust through active listening and showcasing ERP expertise instills confidence. Transparent communication on project progress and challenges is vital. Managing expectations and promptly addressing concerns demonstrate reliability. Aligning ERP benefits with stakeholders' goals enhances collaboration. Being accessible and responsive reinforces trust. Investing in personal connections shows understanding and respect, crucial for successful ERP implementations.

Seeking feedback and input from stakeholders is a key strategy in building relationships with stakeholders. It can be effectively done by: 1. Having open channels of communication through regular meetings, emails and other collaboration tools. One must also make themselves approachable. 2. Involving stakeholders in the early stage of the project to make sure they feel valued. 3. Actively listening to their inputs, feedback and suggestions with understanding towards their perspective. 4. Treating feedback as an ongoing process throughout the project life cycle to meet evolving needs. 5. Providing stakeholders with updates on how the feedback has been utilised and its impact on the project.

Seeking feedback from stakeholders and also from key users in a business is paramount. The key users should also cover all the functions of a department so no area is missed. Often those physically doing a particular role are not represented, so it is important to establish with stakeholders how they are making their decisions about the business as issues are fed bottom up to them. Ensuring all levels of a business are represented in a project will give you the best result. In particular, written feedback should be gathered during testing, training and go live support. Gathering feedback at all levels provides a holistic approach to improve in ways of working and delivery of a project.

Building strong stakeholder relationships involves actively seeking their feedback and input throughout the project. This can be done through various means such as surveys, interviews, or workshops to gather opinions and concerns. Involving stakeholders in decision-making processes demonstrates their value and fosters collaboration.

Com objetivo de otimizar nossas práticas de trabalho, é essencial identificar os stakeholders pertinentes e fomentar uma comunicação aberta e transparente, propiciando um espaço para sugestões, opiniões e preocupações. A diversificação dos canais de comunicação, que incluem desde reuniões presenciais ou virtuais até pesquisas de satisfação, bem como momentos informais para interação, como uma simples troca de ideias durante um café, é uma maneira de demonstrar nosso compromisso com a melhoria contínua e nossa valorização pelo feedback dos envolvidos. Por fim, não menos importante, é de suma importância analisar e implementar as questões levantadas, mantendo uma comunicação ininterrupta com os stakeholders.

Being able to adapt and take on board any feedback is crucial. The more time you invest listening to requirements, save you more time when referring back and explaining later on (why things have gone wrong) - Listening is key!

Seeking feedback and opinions from stakeholders is a key strategy for building relationships in ERP projects. Utilizing surveys, interviews, focus groups, or workshops to gather their views, suggestions, and concerns shows stakeholders that their perspectives are valued. Involving them in decision-making processes, such as brainstorming, prioritizing, or evaluating alternatives, further demonstrates a commitment to their input. This approach not only enhances stakeholder engagement but also contributes valuable insights for the project's success, reinforcing a collaborative and inclusive project environment.

Actively solicit feedback from stakeholders at various stages of the project. Create opportunities for stakeholders to provide input on key decisions, such as system configuration and process changes. Show that their input is valued by implementing suggestions whenever possible.

Each step forward that is made in a project deserves its evaluation and recognition to the team and its members, on the part of the organization and the implementing suppliers, it means that we have managed to overcome all the variables that the project has and we have completed a stage with a deliverable that meets the client's expectations, in a timely manner.

Se deu certo, comemore, se não deu aprenda com o que não deu certo. Essa maleabilidade dentro de projetos ágeis, de aprender rapidamente com os erros e acertos, faz com que os acertos sejam muito maiores que os erros, e os erros acabam sendo pequenos e com o passar do tempo, eles acabam não acontecendo.

Be optimistic (but realistic) and show enthusiasm. Be constructive about solving challenges but don´t forget to celebrate even the small wins and improvements. They are often forgotten.

Strengthening relationships with stakeholders is about more than just acknowledging their efforts; it's about celebrating their contributions and successes. By expressing genuine gratitude through personalized thank-you notes, sincere compliments, or meaningful rewards, we can demonstrate that their hard work and dedication are valued. Moreover, celebrating project milestones plays a crucial role in fostering a positive and collaborative atmosphere. This culture of appreciation and celebration goes a long way in building trust, enhancing communication, and nurturing long-term partnerships with stakeholders. It cultivates a sense of belonging to the project's success, inspiring stakeholders to remain committed to achieving shared goals.

I believe celebration is one of the most overlooked component. We cannot succeed without good stakeholder relationships. When things go smoothly, stakeholders attention is focused elsewhere. When things go poorly, their attention is focused on whoever is working on their issue(s). Celebration expresses our gratitude for our stakeholders. It puts focus on wins and stakeholders, and it creates an additional opportunity to build and strengthen relationships with our stakeholders.

Para fortalecer os relacionamentos com os stakeholders, é importante expressar gratidão e reconhecimento pelos seus esforços e conquistas. Isso pode ser feito através de notas de agradecimento, elogios ou recompensas. Além disso, celebrar marcos e sucessos do projeto com eventos, festas ou cerimônias pode promover uma atmosfera positiva e colaborativa, incentivando-os a continuar trabalhando juntos.

Acknowledge and appreciate the contributions of stakeholders to the project. Celebrate milestones and successes together as a team to foster a positive project environment. Recognize individual efforts through personalized gestures or team-wide recognition.

Por menor que seja cada vitória deve ser celebrada, a equipe toda deve saber que a meta foi atingida e assim aprender a mensurar o sucesso.

Para fortalecer na cultura a celebração como um espaço de reconhecimento uma maneira é criar rituais de gestão e ações institucionais que favoreçam e estimulem essa prática nas lideranças.

Saber celebrar os marcos de sucesso ajuda a construir um ambiente colaborativo e está criação de símbolo reforça o sentimento de parceria entre vc e seus stakeholders. Um ambiente colaborativo dentro de um clima positivo proporciona um maior engajamento dentro do projeto.

Many times there are multiples parties involved in an ERP project. It is important to have clear understanding of each one’s roles and responsibilities. The whole project must adopt a One Team approach to achieve success otherwise it can result in finger pointing and blame games which are detrimental to achieving the project goals and will result in cost and time overruns.

From my viewpoint, an unconventional method to strengthen relationships with stakeholders from a finance standpoint is by organizing exclusive financial literacy workshops or seminars. With prior experience in implementing such initiatives, including facilitating US GAAP courses for team members and regularly sitting down with other departments to explain financial and accounting rules, I've seen firsthand how offering stakeholders insights into financial concepts relevant to our industry or their personal investments fosters a deeper understanding and appreciation for our business beyond the traditional transactional interactions.

ERP programs are often largest transformation programs for any organization in terms of cost and executive involvement. Managing the expectations of stakeholders from different parts of organization such as Finance, Supply Chain, Commercial, Data and Technology is not easy. There are often conflicts and internal politics which if not managed well, can derail the program. An effective program structure must be set up at very early stage of the program with clear hierarchy, accountability, decision authority and communication protocols.

Start with the end first. Understand your stakeholders and their desired business outcomes. What are their biggest challenges getting there? What is on their wish list of capabilities? What are customers (both internal and external) asking of them now and over the next 3-5 years? How do they measure success? What are their motivations - e.g. one stakeholder may desire high level leadership positions while another might be a Finance professional who doesn't want to work weekends closing the books. Understanding all of these things not only helps with solutioning, but also helps tell the business case story in the most meaningful and persuasive way for your stakeholders.

Understanding stakeholder's mission critical business processes first before offering to help. Large enterprises have very complex business processes and require large scale customizations. Understanding what the stakeholder is most worried about and acknowledging what is being done well is important.

Anticipate stakeholder needs and concerns proactively. Be adaptable and willing to adjust your approach based on feedback and changing project dynamics. Continuously evaluate and refine your stakeholder engagement strategy throughout the project lifecycle.

One thing that I have found helpful is understanding what each person is looking to get out of the project. Expectations may be too broadly defined at the onset and not well presented so it's important to find the common factors and connectors that help chart the course for a journey that everyone looks forward to being part of.

Seja claro e objetivo, esteja atento as ideias que podem surgir no processo e que incrementem e facilitem o desenvolvimento de um ERP coeso. Faça uma analise PDCA a cada implementação.

Stakeholder management has gone beyond Identifying and engagement. We should embrace the use of technology for example, AI and ML to monitor and predict changes to their present and future influence on the project. This will ensure we are proactive in engagement and communication.

This is the only thing important. Being open, honest, forthcoming, authentic and proactive will go a long way toward building the relationship. In my experience if you don't have a solid and mutually beneficial relationship with stakeholders, implementation is futile. In most cases, where stakeholders are not intimately involved in the implementation, driving and leading the change, the implementation will fail. I mean, the company may get on a new piece of software, but the infinite complaining, excusing and can kicking will continue. Again, my experience, but, the only successful business change transitions I have seen come from internal leadership taking the reigns and driving the change.