Think of an ERP programme like building a house. You can have the most expensive materials, the best tools and the most intricately designed plan. But if the foundations are off, it doesn’t matter how beautifully designed the rest of the building is. Sooner or later, your house is bound to crack. Doors won’t close properly and walls might shift. You’ll end up spending more time patching things up than enjoying the home you set out to build.
The early stages of an ERP programme are no different. This is where the tone of the project gets set. But it’s also where things are most commonly rushed, skipped, or misunderstood. At BR One, we’ve seen the ripple effect first-hand. What feels like a small oversight at the beginning can lead to delays, budget overruns, or even full reworks later down the line.
Here are some of the most common mistakes businesses make at the start of an ERP implementation, and what to do instead:
1. Moving too fast without alignment
Everyone knows time is money. That’s why there’s often an overwhelming pressure to get things moving quickly. Tech partners want to lock in timelines, and leaders want results. But rushing without taking the time to align internally is only a shortcut to confusion. When stakeholders aren’t clear on why the change is happening or how it’ll impact their day-to-day, they start pulling in different directions, which in turn creates delays and frustration.
What to do instead:
Slow down at the start in order to go faster later. Bring together stakeholders early. Get agreement on goals, outcomes, timelines, and responsibilities. Make sure everyone understands how the project fits into the bigger picture of business transformation.
2. Underestimating the complexity of change
An ERP rollout might seem like a tech upgrade on the surface. But it usually changes how people do their jobs. That makes it emotional, especially for those who’ve worked in the same way for years, and those more resistant to change. Some businesses assume that change will just happen naturally once the new system is live, but people need time and support to feel confident with new ways of working.
What to do instead:
Plan for change management from the very beginning. Don’t wait until go-live. Start with clear, honest communication and build in training and feedback loops throughout the project.
3. Treating it like a standard project
ERP programmes don’t behave like typical projects. Why? For starters, they’re not confined to one team. They involve a huge amount of cross-functional coordination and technical complexity. Yet many businesses approach them with basic governance models or siloed project teams. This is often when things start to go wrong. A decision made in one area has a domino effect elsewhere. Nobody sees the full picture, and by the time problems are spotted, they’re already baked into the system.
What to do instead:
Give the programme the structure and visibility it needs. Appoint a dedicated ERP project manager or team. Make sure decision-making is coordinated across departments. Set up regular checkpoints and risk reviews.
4. Skipping the details on processes and data
A lot of early ERP planning focuses on timelines, budgets, and tech. But the success of any system lies in how well it supports real-world business processes (and how clean and complete your data is). When these two areas are skimmed over, you’re bound to end up with clunky workflows and reports that don’t reflect the truth.
What to do instead:
Map out how processes work today and how they need to work in future. Don’t rely on assumptions. Get teams involved in defining this. At the same time, start planning your data strategy. What’s coming across? What needs cleaning or restructuring? Who’s responsible? These are big tasks, and they take time to get right.
5. Thinking the hard part comes later
It’s easy to assume most of the heavy lifting begins during build or go-live. But by that stage, many of the most important decisions have already been made. If you don’t invest in solid planning, communication, and design up front, you’re locking in issues that will be expensive and painful to unwind later.
What to do instead:
Treat the start of the project as the most strategic phase. Lay the groundwork properly. Get help where you need it. Be honest about the scale of what you’re doing. The more clarity you create now, the smoother things will be down the line.
Why enlisting the help of ERP project managers will save you time and money
ERP project managers bring a level of specialist experience that general project managers often don’t have. It’s less about keeping a plan on track, and more about navigating the unique challenges that come with programmes that touch every part of the business.
Here’s what makes ERP project management a different beast altogether:
1. Business-wide impact
ERP systems don’t stay in one corner of the business. They affect finance, HR, operations, supply chain, customer service, the lot. This means ERP project managers need a wide-angle view of how your business runs, and how every change could impact something else.
2. Deep integration with business processes
This isn’t about plugging in a new tool. ERP becomes the backbone of the business. ERP project managers need to go beyond timelines and budgets. They need to understand how processes will change and work closely with functional teams to design better ways of working.
3. Complex change management
Remember, with an ERP transformation, you’re not just implementing tech. You’re changing people’s roles and workflows. ERP project managers must be able to manage resistance, coach leaders, and support employees as they transition.
4. High stakes and cost
ERP programmes are expensive and long-running. Mistakes don’t come cheap. This means there’s no room for guesswork. You need someone who’s done this before and knows how to spot risks early and manage them well.
5. Partner and technical coordination
There are usually a lot of cooks in the ERP kitchen: software vendors, integrators, and internal teams. ERP project managers must speak both languages, business and tech. They need to coordinate people with different incentives and make sure delivery stays on track.
6. Data migration and quality
Data makes or breaks the system. If your data’s bad, your ERP will be too. ERP project managers need to lead the charge on data planning, from cleansing and mapping to testing and validation.
The start of an ERP programme sets the tone for everything that follows. The decisions you make here can either support smooth delivery or create a long list of avoidable problems. If you want to avoid these common pitfalls and give your team the best chance of success, bring in the right people early. A specialist ERP project manager gives your programme the structure, insight, and solid foundation it needs to succeed. And just like any well-built house, that solid foundation ought to serve you well for years to come.