Full question set

36 questions in the consultant assessment. The 12 marked

Lead-gen

also appear in the free public version.

Scale: 1 Not in place · 2 Early thinking · 3 Partly in place · 4 Mostly in place · 5 Fully in place

Strategic Leadership Alignment

Is leadership aligned on why, what and when?

1.We have a clearly documented business case explaining why we need a new ERP.
Lead-gen
2.An executive sponsor is named and actively championing the programme.
Lead-gen
3.The leadership team agrees on the top three outcomes the ERP must deliver.
4.ERP goals are explicitly linked to our wider business strategy and roadmap.
5.Scope (entities, functions, geographies) has been agreed at board level.
6.Decision-making authority and escalation routes for the programme are defined.

How well understood and standardised are your processes?

1.Our core end-to-end processes (e.g. order-to-cash, procure-to-pay) are documented.
Lead-gen
2.We are willing to adopt standard ERP processes rather than replicate current ways of working.
Lead-gen
3.Process owners are named for each major business process.
4.Known process pain points and inefficiencies have been captured and prioritised.
5.Processes are consistent across sites, entities or business units.
6.We have defined KPIs to measure process performance before and after go-live.

Is your data clean, owned and ready to migrate?

1.Our master data (customers, suppliers, items) is accurate and free of major duplication.
Lead-gen
2.Clear owners are accountable for the quality of each key data domain.
Lead-gen
3.We know which historical data must be migrated and what can be archived.
4.Data definitions and standards are documented and consistently applied.
5.We have run, or planned, a data cleansing exercise ahead of migration.
6.Data privacy, retention and compliance requirements are understood.

Can your landscape support and integrate a new ERP?

1.We have a current map of our systems, integrations and their owners.
Lead-gen
2.We have decided on a deployment approach (cloud, hybrid or on-premise).
Lead-gen
3.Integration requirements with surrounding systems are identified.
4.Customisations in our current system are catalogued and assessed for retirement.
5.IT has the infrastructure, security and support model to run a new ERP.
6.Reporting and analytics requirements for the new platform are defined.

Do you have the people, capacity and appetite for change?

1.We can release key business people to work on the programme without harming operations.
Lead-gen
2.Staff understand why change is needed and are broadly supportive.
Lead-gen
3.We have a change management and communications plan in place.
4.We have experience of delivering large-scale change programmes successfully.
5.A training strategy for end users and super-users has been considered.
6.Programme roles (PM, workstream leads, SMEs) are identified and resourced.

Is the programme funded, governed and benefits-tracked?

1.A realistic budget covering software, implementation and internal costs is approved.
Lead-gen
2.Expected benefits are quantified and will be tracked after go-live.
Lead-gen
3.A contingency of at least 15–20% has been included in the budget.
4.Total cost of ownership over 5+ years has been modelled.
5.Programme governance (steering group, stage gates) is defined.
6.A high-level timeline with key milestones and dependencies exists.