Too often when companies decide to deploy an Enterprise Resource Planning system, such as Microsoft Dynamics® GP or SL accounting software, managers dictate its use rather than dedicate resources to ensure employee acceptance and adoption.
It doesn’t work that way. Some might argue that the current economic situation will make all employees “suck it up” to keep their jobs. I look at the situation from the opposite perspective—now is the time for companies to optimize their employees’ productivity and morale. Only by having a satisfied workforce can a company maximize efficiency and cost-effectiveness in any department—and this is especially true in accounting services. Today, it’s more critical than ever to add every last nickel possible to the corporate profitability jar, and properly deployed accounting system software can help make this happen.
An August 2008 article by Alex Hankewicz recounted the “Top 10 Success Factors in ERP Deployment” based on a study of US firms experiencing a new ERP system—which includes the realm of accounting services. Following are some observations applicable to accounting system software deployment based on study findings:
•The most important factor when deploying an ERP, including accounting software, is senior management providing top-down leadership and full participation in key decisions related to the project;
•Second most important is adequate project team knowledge. The Project Manager (PM) must be able to rely upon both adequate quality and quantity of team resources to do the job. If required, the PM must be able to mentor, encourage and teach new skills to achieve desired milestones. This includes the all-important arena of accounting software training;
•Third most important is ability of the PM to achieve full interdepartmental cooperation. Working with conflicting schedules and constraints to create an atmosphere of full cooperation throughout an accounting services department is the objective;
•Further down on the list is the PM’s ability to exercise interpersonal skills to motivate people and communicate effectively with all management levels. The PM also must be aware of, and sensitive to, cultural and global differences in work ethic and management styles as part of this process. This requires ability to manage priorities effectively and know-how to coordinate across multiple time zones that may be involved in the ERP deployment.
Being clear, communicative and caring in how the workforce—including the critical functions handled by accounting services—is supported throughout an ERP deployment can be the make-or-break difference between a smooth, satisfying process and a sour result.
