In brief
Project team, business stakeholders, change management: the success of a financial ERP project depends as much on the people involved as on the solution chosen. Who should lead the project? What types of people should be included on the team? And how can users be engaged over the long term? This article answers these key questions.
Project team, business stakeholders, change management: the success of a finance ERP project depends as much on the people involved as on the solution chosen. Who should lead the project? What types of professionals should be included on the team? And how can users be engaged over the long term? This article answers these key questions.
To learn more about the other aspects of a financial ERP project, see our articles: The Different Phases of an ERP Implementation Project.
How should the internal project team be formed?
The team assembled for this type of project must be multidisciplinary and representative of the company, and must also be led by a project manager. In most cases, this role is filled by either the Chief Financial Officer or the Chief Information Officer.
Furthermore, the role of internal project manager is often filled by an employee who has a thorough understanding of the technical and functional aspects, as well as all the business processes in the company’s departments affected by the ERP project. Ideally, this person should have project management experience and the ability to persuade and engage teams.
Several subject matter experts from various departments (human resources, sales management, finance, etc.) are also invaluable in ensuring the team runs smoothly.
Key Roles in an ERP Project Team
| Role | Key Responsibilities | Recommended Profile |
|---|---|---|
| Project Manager | Sponsorship, strategic decision-making, executive buy-in | CFO or CIO |
| In-House Project Manager | Operational management, team coordination, monitoring of deadlines and budget | Senior staff member, available full-time |
| Business Analysis Project Manager | Liaison between business units and the integrator; monitoring of deliverables | Consultant or in-house expert |
| Business Experts | Requirement specification, configuration validation, user testing | One representative per affected area (finance, HR, sales, etc.) |
| Key Users | Functional testing, training colleagues, post-deployment field support | Experienced users and change agents |
| Integrator / Software Vendor | Technical implementation, configuration, training of key users | Specialized third-party service provider |
To structure your process for selecting a solution: Which Financial ERP Should You Choose? Criteria, Comparisons, and Tips .
Accompany the evolution of the company linked to the ERP project
Upgrading a company’s information system (beyond a simple update) always leads to profound changes in employees’ habits. According to research by John Kotter (Harvard Business School, *Leading Change*, 1996), the vast majority of organizational change projects fail to achieve their intended results, primarily due to behavioral and adoption issues.
Despite the creation of detailed specifications and the involvement of subject matter experts on the project team, some users may be reluctant to embrace this change. It is therefore essential, for the project’s success, to implement change management initiatives. These efforts involve providing future users with as much information as possible and reassuring them about the added value offered by the new management software through its new features (real-time dashboards, collaborative work, etc.). These types of initiatives must be carried out over the long term to maximize the chances of success.
To learn more about data security during the transition: ERP Finance: How to Ensure Data Security?
ERP finance project: some mistakes to avoid
Before setting up a team, be aware of the most common mistakes:
- Do not include any members of senior management: this is a project that will have a significant impact on and reshape the entire company.
- Doing without the expertise of a project management consultant: project management consulting plays a key role in bridging the gap between business needs and the systems integrator.
- Assigning the role of project manager to an employee who cannot dedicate themselves to it full-time: An ERP project requires full-time commitment; it is not a role that can be carried out alongside other responsibilities.
- Omitting one or more functional representatives: Each business area affected must be represented on the project team.
- Allowing the software vendor’s or integrator’s consultants to take the lead without getting fully involved: if the organization takes this approach, it will not be self-sufficient and will not have full control over the ERP software. Every time a configuration or functionality needs to be updated, it will have to rely on a service provider.
- Neglecting change management: This is one of the main causes of failure or cost overruns in ERP projects.
Conclusion: Make Your ERP Finance Project a Success with SQORUS
Building a strong project team and managing change are two aspects that are often underestimated in ERP projects. Along with choosing the right solution, these are the most critical factors for success.
For more than 35 years, SQORUS has been supporting large enterprises and mid-sized companies in their finance function transformation projects. Our consultants serve as project managers for business analysis, project management, or project management offices, bringing structure, functional expertise, and change management skills—all while remaining completely independent of software vendors.
Would you like support with your financial ERP project? Contact us!
ERP Cloud, the new strategic lever for CFOs
Discover how Oracle ERP Cloud is transforming finance departments in 2025 and optimizing your processes to make your Finance function a true strategic partner.
Contact
A project? A request? Any questions?
Contact us today and find out how we can work together to shape your company’s digital future.
FAQ – Stakeholders in a Financial ERP Project
Who should lead a financial ERP project?
Un projet ERP finance doit être piloté par un Directeur de Projet disposant d'un niveau d'autorité suffisant pour arbitrer les décisions stratégiques et engager les ressources nécessaires.
Ce rôle est généralement tenu par le Directeur Administratif et Financier ou le Directeur des Systèmes d'Information, selon le périmètre du projet. Le sponsorship de la direction générale est un facteur de succès déterminant.
What is an AMOA project manager in an ERP project?
L'AMOA (Assistance à Maîtrise d'Ouvrage) désigne le rôle de conseil et d'accompagnement qui assiste la maîtrise d'ouvrage (les métiers) dans l'expression de ses besoins, le suivi du projet et la réception des livrables.
Dans un projet ERP finance, le chef de projet AMOA fait le lien entre les équipes métiers et l'intégrateur technique. Il garantit que la solution implémentée correspond aux besoins réels de l'organisation.
Why is change management critical in an ERP project?
La conduite du changement est l'un des facteurs de succès les plus déterminants d'un projet ERP. Un système techniquement irréprochable peut échouer si les équipes ne se l'approprient pas.
Impliquer les utilisateurs dès la phase de conception, communiquer régulièrement sur l'avancement et former les équipes avant le démarrage sont des conditions non négociables pour maximiser l'adoption et le retour sur investissement.
