Project and Implementation teams must consistently communicate with users regarding the issues they encounter daily. Many challenges arise when these teams interact with volunteers and fail to articulate requirements clearly. Effective communication with end-users and supervisors would be essential, followed by discussions with leadership to see if milestones have been achieved. A comprehensive understanding of the business enhances the teams' ability to implement solutions that optimize operations. While ERP systems provide standardized functionalities, incorporating a human element is crucial to grasping the unique dimensions of the business and addressing them effectively.

Consider running selected simulations of more complicated processes using real operational data to ensure practical usage that produces reliable results. You want to be sure business users are familiar and comfortable with the new end-to-end processes developed before your implementation partners expect sign-off for final delivery.

IT team & operational team definitely to be collaborating during the very fist step of the project where they shape the list of requirements together. Through this, IT team has a better understanding of operational constraints & requirements, on the other hand operational teams realize the perspective of IT. my proposal will be keep such cross functional team active with less frequent meeting even after the project "go live"

Es esencial definir a un gerente de proyecto que combine un profundo conocimiento del negocio con la capacidad de alinearse con la visión tecnológica de TI. Este gerente de proyecto debe contar con un brazo fuerte provisto por el equipo de TI. La selección de los usuarios clave y el mapeo de procesos es vital para identificar puntos críticos, y la visión estratégica del alcance del sistema debe enfocarse en producir información relevante para la toma de decisiones. Esto exige la participación activa y los aportes colaborativos de todas las áreas involucradas. Luego reuniones periódicas de avance con indicadores cruzados y plataformas de comunicación en tiempo real para identificar avances o desvíos de los proyectos.

Avant tout, il faut s'assurer que l'équipe commerciale est pleinement convaincue des avantages de l'ERP. Elle doit comprendre que cet outil simplifiera leur travail et contribuera de manière significative à l'amélioration des performances de l'entreprise. Si un logiciel précédent est en place, il est impératif de le retirer complètement pour favoriser une adoption totale de l'ERP. Maintenir l'ancien logiciel peut engendrer une résistance au changement et ralentir la transition. Enfin, planifiez des réunions périodiques pour répondre aux questions des utilisateurs, résoudre rapidement les problèmes et recueillir les retours des deux équipes. Cela garantit une intégration fluide et un alignement continu entre les différents services.

The effective collaboration of IT and business teams in an ERP project is possible with methods, tools and visuals which ease their common understanding of ERP solutions for business requirements and issues. Business process diagrams drawn according to globally recognized standards like Business Process Model and Notation or BPMN 2.0 are very intuitive for people from various professional backgrounds. They help to better grasp the improvement or transformation of processes with the ERP system. Business scenarios are contextually more relevant for IT and business people to find collectively the most appropriate ways to use the features and functionalities of the integrated ERP modules.

It's crucial to help the business team understand the key advantages an ERP project offers, such as optimizing processes and strengthening core business functions. At the same time, IT team should facilitate workshops and provide knowledge-sharing sessions to ensure their colleagues are well-equipped with the necessary information and methods to maximize the system's potential. This is why having a Project Manager who bridges both aspects is essential for achieving smoother synchronization and fostering effective collaboration.

With an architecture management perspective: 1. Establish a governance framework with cross-functional oversight and decision-making authority. 2. Define roles, responsibilities (RACI), and tie contributions to business goals. 3. Standardize change management processes. 4. Use phased architecture delivery with a roadmap linked to business capabilities (BPMN, TOGAF). 5. Explore current architecture before transitioning to the new system. 6. Maintain clear leadership, dashboards, and ERP KPIs for transparency. 7. Centralize documentation, train teams, and encourage knowledge sharing. 8. Engage end users early, unify data, and foster IT-business collaboration. 9. Plan for service transition from day one.

It is always important to keep a common touch base frequently with both IT and business users which will benefit all to understand issues and IT can come up with better outcomes for an ERP.

While it's true that business and IT don't always go hand in hand, their successful collaboration is essential or at least a constructive "love affair." A high-success-rate strategy is to designate an individual with strong business insight and involve them in the IT team. The business team often comes with a mindset shaped by the current system usually an expectation for a like-for-like replacement. Allowing them access to the new ERP system, and letting them explore it firsthand, will help them understand its features and appreciate the new application. Active listening from all participants is crucial in this process. Detecting potential conflicts early on and addressing them proactively will also prevent unnecessary friction.