One question that always comes up very early in the process when considering an Odoo ERP implementation is “How long will it take?” While there isn’t a proper answer to that question — Odoo ERP implementations proceed at their own pace — the course of might be outlined by way of an ERP timeline or ERP life cycle. Just for perspective, the life cycle ERP implementation can take wherever from a few months to several years. The majority range from six-to-12 months from kick-off (project planned and funded, team organized and ready to go, ERP technology and ERP system software delivered — if appropriate — and installed) to a live system in full operation.

However lengthy the life cycle ERP implementation takes, the result’s the use of cloud-based ERP technology that makes finish customers’ jobs simpler, efficient, and effective. And superior understanding of the life cycle phases provides you a head begin on experiencing a successful ERP implementation.

8 phases of the Odoo ERP implementation life cycle

It’s important that each phase of an Odoo ERP implementation is totally accomplished before moving on to the next one. Because the whole organization will be affected by this decision, it must be completed the right way at the right time.

  1. Planning and organization: We are not counting this part as half of the time or the cycle ERP life it takes to implement the system because it all happens before the begin of spending cash or real physical activity. Nevertheless, a team may be assembled, and a good plan developed in a matter of a couple of weeks for a motivated company. More usually, the strategy planning stage might last up to 6 months or more.
  2. System selection: ERP selection can be a challenging endeavor given its importance to the project and the huge array of choices. From requirements definition and early market surveys via determining the “short list”, gathering proposals, holding demonstrations, final selection and negotiation, this systems life cycle phase typically consumes wherever from 3-to-6 months.
  3. Installation: Sometimes there’s a lead time for delivery of hardware and software, installation of infrastructure components like networking facilities and data collection/display devices, and installation of ERP software that could possibly be anywhere from several days to several weeks or more. Cloud-based ERP could have little or no installation lead time and no software installation requirements.
  4. Data conversion and loading: Once the ERP technology and ERP system software is prepared, information should be entered and/or moved into the system’s database. This contains “basic records” like buyer, vendor and merchandise grasp recordsdata, payments of materials, manufacturing services and routings, common ledger chart of accounts, and the like. Just earlier than going dwell, energetic transactional information is transformed, or transactional exercise is transitioned, into the new ERP system software program. Some of this exercise might be accomplished in parallel with different duties like coaching and validation. IT resources and consultants/contractors can primarily accomplish some of this exercise, as properly. While a significant amount of effort and time is required, this requirement won’t add significantly to the implementation timeline.
  5. User training and process development: This is arguably the most necessary half of ERP implementations; process, development life cycle (and documentation), and user training should take up the majority of the timeline. These necessities devour considerable effort and time from operational employees (precise future customers of the system) who’re also expected to do their present jobs at the same time. The duration of this phase depends on the size and complexity of the ERP system software being carried out (quantity of modules or practical areas involved, number of users, how different the new procedures shall be from current procedures), and how a lot time users can dedicate to the implementation every day or week. Some companies bring in temporary help, but these outside resources ought to be dedicated to maintaining old procedures quite than working on the full life cycle ERP implementation per se.
  6. Testing and validation: IT resources will be closely concerned in this task, working with the users to compare and examine both basic records and transactional data to verify that the data is exactly as it should be (and at least as correct as in the incumbent system) and that the new ERP system software is producing the anticipated results. Testing and validation happens over an prolonged interval as every practical space masses information and begins processing (take a look at) transactions by the customers throughout coaching and process improvement. This isn’t essentially parallel operation; normally, it’s more of a “pilot” testing scenario. Testing and validation don’t add much to the timeline explicitly but should be considered in planning the length of the training and procedure development process.
  7. Cut-over and “go live”: Going live might be instantaneous (sometimes called a ‘big bang’ method), phased in piece-by-piece, or parallel operation where users are anticipated to keep the previous system and the new system in operation simultaneously for a specified interval of time (typically one or two accounting periods).
  8. Follow-through and project completion: Implementation isn’t complete once the new system is ‘live’ and the previous system is turned off. Users and technical support sources should continue to validate and confirm proper operation; consumer training should proceed to enable a more extensive use of what the ERP system software has to supply and expand the advantages of the system.

The ongoing enhancements and suggestions are important to sustaining the worth, use, and high quality of the cloud ERP investment.

ERP implementations pave the method to continued success

As your organization grows and changes, as markets evolve, as folks come and go and work their method up via the firm structure, as technology continues to offer new challenges and alternatives, your ERP system will change and so will your use of the system. This is the definition of digital transformation. It’s an ongoing journey that transforms your enterprise, again and again.

Author's Bio: 

Business solution-centric Odoo Consultant and IT professional with about 11+ years of experience spanning Odoo delivery, Sales, pre-sales, Odoo product development, Odoo business consulting, outsourcing & ADM services in leadership positions.

• Has headed Practices for Enterprise Solutions ( SAP, Baan & Odoo )

• Experience across domains likeSales and Marketing, Logistics, Manufacturing, Retail, Chemical, Automotive maped to Odoo

• Extensive experience in large program delivery & business process transformation consulting (Odoo Consultant) for multiple programs

• Demonstrated experience in designing new product & service offerings and executing global Go-To-Market strategies for new offerings for new market penetration

• Proven leadership skills with balanced focus on people, processes & technology

• Pioneered the use of ERP systems in various Processing Industry

• Worked as Process Heads of Marketing, Sales, Purchase, HR, ERP Project deliveries and also worked as Business Heads for many companies like IBM, JKT, Denave India, FCS and presently at Apagen