ERP implementation - Which project management method is suitable for your company?

Which project management method fits to your company?

The implementation of an ERP system is one of the most strategically important decisions for a company. It affects processes, data structures, responsibilities - and ultimately also the corporate culture. But before the first module is configured, there is one key question: which methodology should be used to implement the ERP project?

In this article, we compare the most common project methods, highlight their advantages and disadvantages and help you to find out which method suits your company.

What does ERP implementation mean?

ERP (Enterprise Resource Planning) systems integrate central business processes such as finance, purchasing, production, warehousing, sales and human resources in a single software platform. The introduction of an ERP system is not just a technical conversion - it is a change project that has a deep impact on the organisation.

How do I go about finding the right project method?

Choosing the right project method for an ERP implementation is not a spontaneous decision, but a strategic process. Firstly, you should ask yourself the fundamental questions:

• How stable are my requirements?

• How quickly does the project need to progress?

• How much willingness to change does the company have?

• And how strong is the project expertise of the teams involved?

  
  

Industry requirements, corporate culture, available resources and the maturity level of the organisation also play a decisive role. While the waterfall approach is suitable for clearly defined, regulated environments, dynamic and innovative companies are more likely to benefit from agile or hybrid methods. A realistic look at your own strengths and limitations is essential here - because not every methodology is suitable for every organisation. A workshop on method selection or an exchange with ERP-experienced project teams often helps.

project management methods

Which methods are available? - Comparison of the methods at a glance

Method	Strengths	Weeknesses	Suitable for
Waterfall	Structure, plannability	Rigid, little feedback	Regulated industries
Agile	Flexibility, user-centred	Less predictable	Dynamic companies
Scrum	Iterations, teamwork	Dependence on the cycle	IT-driven projects
Lean	Efficiency, focus on value	Cultural change needed	Process-driven companies
Six Sigma	Data-based, quality-orientated	Cumbersome	Quality-critical industries

What if I have chosen the wrong method and want to switch?

Changing methods in the middle of an ERP project is challenging, but entirely feasible - and sometimes even necessary. If you realise that the chosen methodology no longer fits the project reality, e.g. because requirements have changed significantly or feedback processes take effect too late, it may make sense to switch to a more flexible or structured approach.

It is important that the change is consciously planned, well communicated and actively supported by the project management. A smooth transition - for example by introducing agile elements such as sprints or reviews into a classic setup - can help to utilise the best of both worlds. The key is not to stick rigidly to the original method, but to see it as a tool that can adapt to the situation.

How does an external project manager help?

An external project manager not only brings methodological expertise, but above all valuable experience from other ERP projects. He acts neutrally, has an outside perspective and recognises risks, blind spots or cultural hurdles at an early stage. Especially when choosing or changing the project method, an external professional can help to objectively analyse where the project stands and which approach best suits the company. They can also act as an intermediary between specialist departments, IT and management and ensure that the project methodology not only fits in theory, but is also practicable on a day-to-day basis. His advantage: he knows both the possibilities of classic approaches and the challenges of agile methods - and can develop hybrid models tailored specifically to your company if required.

Conclusion

The choice of the right project methodology depends largely on the company's objectives, resources, maturity level and culture. In reality, many companies rely on hybrid models, e.g. Agile/Scrum in implementation, flanked by waterfall structures for governance and controlling. Most importantly, however, the method must suit your company, not the other way round. We would be happy to advise you!