Capability
Capability Related Goals and Activities by Phase
The Capability Pillar drives the implementation. It defines the organization’s ability to execute the project and maintain the solution. It includes Resources (people, tools, capital, time), Processes (methodologies and supporting processes), and Values (culture)..
Explore
Goals
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Assess organizational readiness and capability gaps.
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Define high-level resource, time, and budget needs.
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Evaluate technology impact on required capabilities.
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Select partners to fill critical capability gaps.
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Secure initial project team and commitments.
Activities
Building capability starts with a candid assessment and careful planning. The organization must evaluate its internal abilities honestly. Are you ready for the ERP journey?
This includes looking at existing skills, process maturity, and cultural readiness. Understanding these challenges helps guide the selection process. The choice of ERP technology impacts the technical skills required (e.g., cloud vs. on-premises).
Acquiring external capabilities is a key activity. An implementation partner is chosen based on their proven ability to provide experienced consultants and a strong methodology that the organization lacks. The phase ends with finalizing the internal team structure and securing necessary financial commitments.
Plan & Activate
Goals
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Mobilize and onboard the full project team.
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Finalize the detailed, integrated project plan.
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Provision necessary tools and system environments.
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Mobilize and onboard the full project team.
Activities
This phase focuses on building and activating the project team. The complete project team, both internal and external, is mobilized. Onboarding is crucial; the team must learn the chosen methodology, tools, and project goals. A formal kickoff aligns the team and establishes shared values.
All execution processes are formalized. This includes setting up project governance, status reporting schedules, risk management procedures, and change control.
At the same time, the needed technology infrastructure, support tools (e.g., Jira), and initial system environments (e.g., Development, Sandbox) are set up. The phase concludes with the completion of the detailed, integrated project plan.
Design & Build
Goals
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Effectively manage project resources during execution.
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Ensure strict adherence to implementation processes
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Foster a collaborative, problem-solving team culture.
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Facilitate knowledge transfer to internal teams.
Activities
Capability management shifts to running the project engine at full capacity. This involves daily management of team workloads, tracking progress, and adjusting assignments to maintain momentum and avoid burnout.
Strict adherence to established processes is essential. The team must follow the defined methodology, whether conducting Fit-to-Standard workshops or managing agile sprints.
Project leaders must foster a high-performing team culture that values quality and proactive problem-solving. They should resolve conflicts and remove obstacles. A key task is transferring knowledge from external consultants to internal team members to build long-term capability.
Validate
Goals
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Provide resources and tools for effective testing.
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Execute rigorous quality and defect management.
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Manage the time and involvement of business testers.
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Ensure team competency for testing execution.
Activities
The Capability Pillar ensures the Validate Phase is well-resourced and well-managed. The testing team must have access to and be proficient in required test management and defect tracking tools.
This phase involves expertly managing the testing cycles according to the formal Test Strategy. A strong Defect Management process is critical for tracking, prioritizing, and resolving all identified issues.
A major challenge is coordinating the time commitment needed from business users for User Acceptance Testing (UAT). Planning and managing their availability ensures their time is used well. Regular defect triage meetings must be held to ensure the system is stable for launch.
Launch
Goals
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Execute the operational readiness and cutover plan.
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Deploy training and hypercare support resources.
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Execute the operational readiness and cutover plan.
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Manage the central command center ("war room").
Activities
All project capabilities come together to ensure a smooth transition. This requires executing the carefully planned cutover process, coordinating technical, functional, and business teams.
A solid and visible support structure must be set up. This includes “floor walkers” or super-users providing immediate, on-site support. The long-term end-user support model is formally activated.
Daily business operations must continue without interruption. Plans to backfill key personnel focused on launch activities should be in place and effective. A central command center (“war room”) must be established to quickly triage and resolve critical issues during the initial support period.
Stabilize
Goals
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Transition from project to permanent support model.
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Build long-term internal sustainment capabilities.
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Document lessons learned for future improvement.
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Establish the permanent sustainment organization (e.g., CoE).
Activities
The temporary project capability must change into a permanent operational capability. This transition is vital for long-term success.
It involves a structured knowledge transfer from the project team to the long-term support organization, like an internal Center of Excellence (CoE) or an AMS partner. All system knowledge and documentation must be transferred.
The permanent ERP support organization is set up and staffed, assuming responsibility for governance and continuous improvement. Post-mortem and lessons-learned workshops must be held to capture insights and improve processes for future projects.
Grow
Goals
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Sustain and evolve organizational ERP capability.
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Manage the capability for continuous improvement.
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Plan resources for future enhancements and rollouts.
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Provide continuous training and development.
Activities
The organization focuses on developing its long-term capability to manage and improve the ERP platform. This involves managing the annual operating budget for the support team and improvement initiatives.
A formal process for ongoing improvement must be organized. This includes gathering, prioritizing, and implementing system enhancements to meet changing business needs. Ongoing training for the support team and users is crucial as new features are introduced.
Strategic planning is needed for future system upgrades or rollouts. Regular capacity planning ensures the infrastructure and support team can handle future business growth.
