We follow these principles:
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An ERP implementation is the implementation of a business solution.
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A business solution is composed of people, business processes, and technology. People are the most important component of a business solution.
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The implementation of a business solution requires multiple methodologies to be employed (project management, software development, organizational change management, business process management, quality management). One methodology cannot effectively cover all the required disciplines.
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Technology alone does not mature a business model.
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Decisions – not documents – move implementations forward.
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Our key objective is to assure customer success through early and continuous delivery of value-add business solutions.
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Welcome differentiated business requirements, even late in the implementation cycle. Rapid, iterative processes take advantage of change for the customer’s competitive advantage.
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Competitive advantage only comes from revenue-generating business processes.
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Customers must adapt their expectations of how software supports business to effectively leverage ERP.
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Proactively eliminate non-value-add business requirements from the requirements management process.
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Maximizing delivered “Out-Of-The-Box” ERP functionality is key to Return On Investment. ERP makes for an expensive custom solution.
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Knowledge transfer is the greatest value an implementation partner can provide to a customer. A knowledge transfer process should be formally defined and measured.
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Implementation partners should enable customers to lead during the implementation by employing a progressive leadership style.
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The only viable solution is a managable solution.
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Better to learn DURING the implementation rather than AFTER the implementation.
ERP the Right Way! 
Hi,
Congratulations!
Can I translate this manifesto to Spanish and publish it in my blog and share it with the community?
Kind regards,
Angel
Greetings Angel,
Absolutely! It would be great if you could reference my blog and my book. Maybe we can work together on future translations as I’m looking to drive global adoption.
Best Regards
Brett
Hi Brett,
You can read “ERP Business Solution Manifesto” in Spanish from here http://legnita.wordpress.com/2010/10/26/manifiesto-de-las-soluciones-de-negocio-erp/
Contact me through angel.agueda@evergreenpm for future collaborations.
Warm regards,
Angel
Brett – I want to reference your book – what is the title and publisher. Thanks.
Hi Wanda – please go to my blog: gbeaubouef.wordpress.com and look under the “Book” menu. This will provide you a link to my publisher and the ISBN #.
Special request: If you could navigate through my blog and let me know how you like the experience then I would appreciate it. I’m always looking at making it better.
Best Regards
Brett
very good but some organization feature shpuld be included such as :
Org. size
Investment
culture
Hi Brett, great work. I love how you’ve adapted the principles of the agile manifesto into your own ERP implementation principles.
I wrestle with similar challenges when implementing CRM solutions for my clients. Especially, the value of sticking to the ‘out-of-the-box’ funcitonality.
My opinion is that customers should stick to the standard features where it makes no difference to their competitive advantage. Where they manage a paticular business process in such a way that it gives them great advantage, then they should customise the system as much as needed in this area to support their competitive process. Make the customisation investment where it will lead to the greatest returns. Don’t just try and avoid all customisation otherwise any competitor can catch up with you by spending as little as you.
Thank you Neil. I’m very fortunate to be able to leverage existing work from great experts like the SCRUM/Agile community. I recently published a book where I provided guidance on where to find areas for value-add software changes (what i call enhancements) versus non-value-add software changes (what I call customizations). There are times were I need to work with customers to identify true competitive practices and respectfully challenge existing requirements (i.e. do you really need to be competitive in a revenue-supporting business process?)
Hi Bret,
thankyou for contributing and sharing your well thought article. I like th econtent and relevance.
Good job.
If any of your listeners sould like to see what you shared I want to share with you also.
http://ht.ly/4GPqc
Thanks again. Good to hear from you..
Gerry
big like! – thanks .
I would suggest 3 additional componets to define a viable business process: quality data to fuel, compliance assurance and capacity to support and advance. Great points in the article.
Thank you John for sharing your knowledge and expertise. I appreciate it!
thanks for sharing your word .good work.
This is the latest trend that is fast catching in the ERP domain. Tier 1 is basically the legacy app used at corporate level whereas tier 2 is modern ERP implemented at subsidiary level. During the early ages of ERP evolution, businesses faced heavy loses if the ERP system failed. A two-tier ERP model prevents total failure and enables businesses to adapt better. Some use cases for two-tier ERP