A staggering number of ERP projects fail to meet their objectives. A 2025 report on ERP failures highlights that many organizations struggle to realize their expected benefits. The most common culprit isn't the technology—it's the people.
An enterprise resource planning (ERP) implementation is a profound business transformation, not a simple software update. For IT managers and project leads steering this change, preparing your team is the single most important variable for a successful ERP implementation. This guide provides a clear framework for building your core implementation team, executing a strong change management plan, and ensuring your people are ready for a smooth deployment.
It’s easy to get lost in technical specifications, data models, and go-live timelines. However, even the most perfectly configured cloud ERP system will fail if users refuse or fail to adopt it. A "people-first" approach shifts the focus from technical installation to human transition. This pivot is the foundation of ERP implementation success and is essential for achieving the project's intended return on investment.
Poor ERP adoption is not just a low login count; it's a direct and costly hit to your ROI. When teams feel the new system is too complex or was forced upon them, they create "shadow IT" workarounds, reverting to old spreadsheets and manual processes. This behavior shatters the primary goal of an ERP: to create a single, unified source of truth. Instead, you get new data silos, broken business processes, and deep employee frustration, turning a major technology investment into a costly operational burden.
Your implementation team needs organizational "air cover" from the leadership team. An executive sponsor, typically a high-level leader like a COO, CFO, or CEO, is essential to champion the project effectively. This individual's role is to publicly and consistently reinforce the why behind the change, align the ERP transformation with high-level business goals, secure necessary resources, and make decisive calls on high-stakes issues. Without this visible support, team members may view the implementation as optional or unimportant, allowing resistance to build.
A successful ERP implementation team is a dedicated, cross-functional group, not a side project for the IT department. This core team will drive the project from the initial selection process through post-go-live support. Defining these ERP implementation roles and responsibilities clearly from day one is crucial to prevent gaps, manage scope, and ensure every part of the business has a voice.
The Project Manager (PM) is the full-time owner of the project plan and the central point of communication. This person is responsible for managing the project's scope, timeline, and budget, acting as the main liaison between your internal team and your implementation partner or ERP vendor. A great PM is more than a task-tracker; they are a strategic communicator and risk manager who must keep the project aligned with its goals. They update the project plan, escalate issues to the executive sponsor, and ensure the entire team is working in sync.
Your SMEs are your internal power users and department leaders—the people who actually know how the business processes run day-to-day. You must secure dedicated time from SMEs representing finance, operations, sales, manufacturing, and HR. Their role is to define requirements, validate that the new ERP solution can support (and improve) their daily workflows, and help cleanse data. They are your primary testers and, later, become crucial champions who help train their peers and build buy-in. When designing roles within the ERP, pay careful attention to segregation of duties (SOD), particularly across financial operations, to prevent rework and compliance issues post-go-live.
The IT or Technical Lead bridges the gap between the business requirements (defined by SMEs) and the technical configuration of the cloud ERP. This role oversees the technical landscape, working closely with your implementation partner to manage data migration, integrations with other software (like payroll or CRM), and system security. They are responsible for the technical health of the deployment, ensuring the new ERP system is stable, secure, and performs as expected within your existing technology stack.
This is one of the most critical, yet frequently overlooked, ERP implementation roles. The Change Management Lead focuses 100% on the human side of the ERP implementation. This person is responsible for developing and executing the complete ERP change management plan. They craft the communication strategy, assess organizational readiness, identify potential sources of resistance, and oversee the ERP training program. Their primary metric for success is rapid and widespread ERP adoption.
An ERP implementation forces almost everyone in the company to change how they do their job. This level of change is inevitable, and you cannot leave the transition to chance. A formal change management plan is your playbook for guiding the entire organization from its current state to its future state. This plan is not a single email; it's a sustained campaign to inform, train, and support every team member affected by the new system. As Gartner research on change management emphasizes, managing this human element is a top predictor of project success.
You must communicate early, often, and with transparency, even when you don't have all the answers. Your change management plan should include a detailed communication schedule that outlines the audience, message, channel, and frequency for each phase of the project. Be clear about why the change is happening, what the new ERP solution will do, and how it will specifically impact different roles. Use a mix of channels—from all-hands town halls to departmental meetings and email newsletters—to build a steady drumbeat of information and momentum.
Training cannot be a one-size-fits-all, four-hour lecture right before go-live. Effective ERP training must be role-based, hands-on, and delivered at the right time. Train users on the specific processes and tasks they will perform in the new system, not on every feature the ERP offers. As of mid-2025, best practices involve a "blended learning" approach: use on-demand videos for basic navigation ("Here's how to log in and find a report") and live, hands-on workshops in a "sandbox" or test environment for complex, role-specific processes. The team will need easy access to these training materials long after the deployment.
Resistance to a new ERP system is normal; it's a human reaction to change. The goal of effective change management is not to eliminate resistance but to identify it early and manage it constructively. Your change management strategy must actively listen for concerns by using surveys and discussions with managers. According to models like Prosci's ADKAR, you must build Awareness of the need for change and Desire to participate. Use your SMEs and department managers as local champions to address concerns, highlight the "What's In It For Me" (WIIFM) for every user, and celebrate small wins along the way.
As the implementation process moves toward its climax, the team's focus shifts from planning and building to validation and execution. This is the final and most critical stage of the ERP implementation process. It is the last checkpoint where the core team validates that the new ERP solution is technically sound and truly ready to support the business from day one.
UAT is where your Subject Matter Experts and a select group of end-users formally test the configured system to confirm it meets their business requirements. This is not just about finding software bugs; it's about validating end-to-end business processes. For example, a team will test: "Can we successfully create a sales order, have it approved, fulfill it from inventory, and generate a correct invoice?" This phase is a crucial part of the ERP system implementation as it builds user confidence and serves as the final "pass/fail" test before the ERP rollout.
Before declaring UAT complete and moving to go-live, your team must meet explicit exit criteria. These benchmarks ensure the system is ready and user confidence is high. A clear go/no-go checklist, reviewed by key stakeholders including the executive sponsor, prevents premature deployment and minimizes post-go-live disruption.
UAT Exit Criteria:
Go/No-Go Checklist:
You cannot move decades of "dirty" data from your existing ERP or messy spreadsheets directly into your new, clean cloud ERP. The implementation team, especially the SMEs, must lead a data cleansing project before migration. This involves deciding what historical data is critical to move versus what can be archived. A sound data policy typically dictates migrating open items (e.g., open sales orders, invoices) and 24–36 months of transactional detail, while ensuring full master data (customers, vendors, items) is deduped and standardized. This is often one of the most time-consuming parts of an ERP implementation, and the team must formally sign off on the data's accuracy before it's moved to the new system.
The ERP project is not finished on the day of deployment. You must have a robust support structure for the first 30–90 days, often called a "hypercare" period. This plan involves having your core team members, IT staff, and implementation partner on high alert to quickly resolve any issues that arise. Define a clear, simple process for end-users to report problems and get help. A fast, effective support system during the initial ERP deployment is crucial for maintaining user confidence and solidifying adoption.
A clear incident response structure ensures rapid problem resolution during the critical hypercare phase.
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Role |
Responsible (R) |
Accountable (A) |
Consulted (C) |
Informed (I) |
|---|---|---|---|---|
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Incident Commander |
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A |
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Application Owner |
R |
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I |
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Data Lead |
R |
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C |
I |
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Partner Lead |
R |
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C |
I |
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Service Desk |
R |
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I |
Beyond the technical go-live, the true measure of a successful ERP implementation lies in its sustained adoption and tangible business benefits. Establishing clear KPIs and monitoring them post-deployment is essential.
Key Adoption KPIs (Post-Go-Live):
A successful ERP implementation is a milestone achievement that can fundamentally improve your business's efficiency and scalability. While the new ERP system is a powerful tool, it is only an enabler. The true success of the project—and the realization of its ROI—is completed by the people who must adopt it, use it, and champion it every day.
Investing heavily in building a strong, cross-functional implementation team and executing a thoughtful ERP change management plan prepares your organization for a new way of operating. From defining clear ERP implementation roles and responsibilities to developing a role-based training program, every step you take to support your team directly increases your chances of a successful deployment. If you are just beginning to plan your project, a great next step is to use our NetSuite Implementation Checklist to map out your key milestones.
Preparing your team for this level of change requires focus and expertise. Learn more about our implementation training services to see how we can help your team navigate the transition and ensure a successful go-live.