Remote controlled toys are awesome!  There aren’t many kids out there that haven’t at some point wanted a remote controlled toy to add to their toybox. The remote controlled helicopters and trucks are my personal favorites.  The problem is that I didn’t want the “base-model” remote controlled helicopter or truck.  I wanted the ones that could cover any gift giving event throughout the year.

I would position the approach to whichever parent I felt was most likely to feel compassion for my plight and would campaign on my behalf for these super amazing toys.  After all, they were the “money-people”, and as far as I was concerned, it did grow on trees. The plan was simple.  First, the casual mentioning of the object that I desired.  Secondly, the sudden appearance of a picture or the carefully orchestrated, “Look what I saw”, at a store.  Thirdly, it was time to go in for the kill.  It was a thoroughly thought out process that served me well, or my parents just laughed at what I thought was genius planning.

So, how do you get the attention of the company executives when it comes time to purchase new ERP?  Amazingly, there are some companies where the executive team is aware of the project, but not involved or lending support to it.  Executive support is critical for ERP implementation for several reasons.

1.  Resources – Without an understanding from the top down of the resources required to undertake an ERP implementation project, there could ultimately be a lack of resources.  Smooth implementation requires the input and skills of lots of internal staff, as well as some external staff.  It is key for executives to understand the time commitment for those on the implementation team.  With this kind of understanding, it is seen more as a company initiative, and less of a rogue team of ERP commandos.

2.  Input – Executive input is necessary when implementing ERP because of the possible organizational changes.  Eric Kimberling has stated, “During a large IT project, they are often called upon to make tough decisions regarding changes to operating models, business processes, organizational and job changes, and other sensitive topics that will not be adequately resolved without their involvement”

Executive input and decision making can be key in keeping the project from spiraling into a civil war.

3. Budget planning – When an ERP project commences, the last thing the project manager wants is to have to answer a lot of questions about the project budget.  It is important for the executive team to have a full understanding of the budget commitment required for ERP implementation. This is also key for the executive to better understand the scope of the project and the possible organizational changes and requirements.  For example, until the executive has a complete understanding of the ERP implementation project and the hardware involved, it might be a shock to find out that the server infrastructure needs to be replaced in order to support the new ERP software.  Key information about the implementation and overall cost will make it less painful when it comes time to get the budget and funding approved.

Learn more about ERP selection and planning at www.Godlan.com