ERP SOFTWARE PROVIDERS
ERP Providers: Implementations, Fees and Support Without Slippage
The client's MD signed the order, but the accounts head has still not signed off the data-migration sheet. Go-live moves a month. Two of your consultants sit half-idle at the client's office, and the next milestone invoice cannot be raised.
For ERP firm owners we cover how implementations are scoped and phased, how consultant time is tracked, how milestones and AMC are billed, and who owns the client relationship. We do not configure software or recommend products. Your consultants do that work.
Discuss your priorities ↗COMMON CHALLENGES
The pressures
we often see.
- 01Requirements are collected from the owner or MD, while the people who will actually use the system are met late, which produces change requests after the build.
- 02Milestones depend on client sign-offs, and a delayed sign-off holds up invoicing while consultants continue to be paid and deployed.
- 03Consultants are split across two or three implementations, and the project manager cannot see who is overloaded until a deadline slips.
- 04Customisation requests are accepted to keep the client happy, and the maintenance burden returns for years with no fee attached.
- 05AMC renewals are chased by the accounts team a week before expiry, and support quality is judged by whoever called last.
OUR FOCUS AREAS
Where the work
usually starts.
- 01A discovery document signed by each department head, not only by the MD, before the order scope is fixed
- 02Milestone payments linked to client-signed deliverables, with the client's owner named for each sign-off
- 03Consultant allocation by week across projects, showing planned days against days worked
- 04A customisation register: who asked, effort, price, and who maintains it after go-live
- 05Data migration sign-off steps with client users checking their own masters and opening balances
- 06Post go-live support ticket log with first-response and closing times by consultant
- 07AMC renewal calendar started ninety days before expiry with a visit or review call
- 08Pipeline stages from demo to order, with the finance head's involvement recorded as a stage
START THIS WEEK
Things you can do
before you call anyone.
- List your running implementations and note for each the next milestone, who must sign it on the client side and how many days it has been pending. Call the longest-pending one this week.
- Ask each consultant for the percentage of the last four weeks spent on each project. Hypothetical example: 50% on one project, 40% on another and 30% on a third adds to 120% and shows overload.
- Take your last three customisations and record who now maintains them and whether any fee is charged. Decide whether your next quote will include a maintenance line for changes.
A PRACTICAL ENGAGEMENT
Start with the priorities
that matter most.
We begin by understanding how your business runs today, find the gaps, and agree the scope in writing. Recommendations are shaped around your team, your resources and your goals.
- A requirements and sign-off template that records each department's approval
- A milestone and invoicing schedule linked to client acceptance, plus a delay clause worked out with your lawyer
- A consultant allocation view for the weekly project meeting
- An AMC renewal routine with review call, ticket summary and a renewal quote date
Not the right fit when: Fix a software defect, a data corruption incident or a client contract dispute first, with technical and legal help. Planning comes after.
Explore a business audit ↗LET’S MOVE YOUR BUSINESS FORWARD
