When it comes to an ERP project, attention often focuses on the ERP Project Manager assigned by the vendor, while the vital role of the in-house ERP Project Manager appointed by the client organization is frequently overlooked. Some business owners even question whether having an internal ERP Project Manager is necessary at all.
Who Is the In-House ERP Project Manager?
An in-house ERP Project Manager is the person the client organization appoints to oversee the implementation of the ERP system within their company. This individual must possess the experience, skills, and personal qualities required to carry out this critically important responsibility.
This role differs from the ERP Project Manager appointed by the system vendor in terms of duties and scope. Nonetheless, effective collaboration between both project managers is one of the key factors that increases the likelihood of a successful ERP implementation.
Why the In-House ERP Project Manager Matters?
The ERP Project Manager appointed by the client plays a central role in the successful implementation and rollout of an ERP system. Their contributions include:
Deep Institutional Knowledge
An in-house ERP Project Manager understands the company inside out — its needs, gaps, objectives, budgets, departments, personnel, and more. That intimate knowledge helps ensure the ERP implementation aligns with these elements, thereby improving the chances of achieving strong, measurable results.
Continuous Presence on Site
Because the ERP Project Manager works full-time or part-time within the organization, they are consistently available to monitor progress, stay aware of developments and challenges, and maintain ongoing communication with team members and stakeholders. That constant presence ultimately benefits the ERP project.
Tackling and Overcoming Challenges
ERP implementations face many obstacles: poor planning, slow decision-making, postponed meetings, continuous scope changes, and more. These challenges can be effectively managed when there is continuous coordination and communication between the vendor and the client — a responsibility that falls largely to the in-house ERP Project Manager.
Fostering Cross-Department Collaboration
An internal ERP Project Manager plays a crucial role in strengthening cooperation among departments and improving communication across the organization. This is particularly important in addressing resistance to change among employees and managers who may be reluctant to adopt the new system.
Timely Delivery
ERP projects are complex and time-consuming; vendor schedules can sometimes slip. A professional ERP Project Manager who monitors implementation stages closely and evaluates progress accurately can reduce delays or at least ensure delivery meets the agreed deadline.
Personal Accountability
When someone from the organization is tasked with managing the ERP project, it becomes a personal responsibility. The ERP Project Manager is accountable for both failures and successes, which creates a strong incentive to do whatever it takes to implement the system correctly and on time.
Cost Reduction
Appointing an in-house ERP Project Manager can lower the overall cost of the project: their salary is typically less than hiring an external manager, and their close alignment with the client’s objectives increases the chances of successful deployment and a higher return on investment — reducing the risk and cost of rework or a failed implementation.
Roles of the In-House ERP Project Manager
The ERP Project Manager carries a set of responsibilities crucial to a successful ERP rollout, including:
- Participating in the selection of the implementation team that will help execute the project successfully.
- Contributing to an in-depth analysis of the organization’s current state to define realistic objectives and essential requirements.
- Actively taking part in planning the implementation with decision-makers and establishing an appropriate budget.
- Helping to select the ERP solution that best fits the organization’s needs, goals, and budget.
- Building trust among all participants involved in implementation.
- Managing the project end-to-end and directing team members — e.g., scheduling meetings, defining participants and objectives, and recording outcomes.
- Representing the client in meetings with the vendor and relaying details to the organization’s decision-makers for timely, informed choices.
- Managing the budget efficiently and mapping it precisely to avoid project stoppages due to funding issues.
- Participating in user training activities, one of the most important phases of implementation.
- Addressing resistance to change among employees who oppose the ERP rollout.
- Anticipating risks and challenges and taking preventive or corrective action when issues arise.
- Making critical, timely decisions throughout the project lifecycle.
- Producing regular progress reports for leadership to keep them informed.
- Evaluating performance, collecting user pain points and problems, and passing these on to the vendor for resolution.
Skills of an Effective ERP Project Manager
Whether you appoint an internal manager or bring in an ERP expert, the ERP Project Manager should possess the following essential skills and personal qualities:
Effective Communication
A key part of the ERP Project Manager’s role is coordinating with the vendor’s implementation team, maintaining continuous communication with internal team members during training, and liaising with managers and executives. Strong interpersonal skills, attentive listening, diplomatic speaking, and persuasive ability are fundamental.
Important Personal Traits
An ERP Project Manager must be able to work under pressure, stay organized, pay close attention to detail, analyze deeply, and maintain focus — traits that help them fulfill their mission successfully.
Acceptance and Support Within the Organization
The ERP Project Manager will interact with executives, managers, employees, and the vendor team. Therefore, they should be well-regarded and supported within the organization so stakeholders will assist in achieving the project’s objectives. Support from senior leadership is particularly important.
Responsibility and Leadership
The ERP Project Manager is accountable to the organization for delivering the ERP system from start to finish and for the resulting outcomes. They must be decisive with internal team members and vigilant in monitoring the vendor to ensure successful, timely implementation.
Leadership Skills
Leading people is a demanding task. The ERP Project Manager should have strong leadership capabilities — firm yet approachable — to manage the team effectively and earn trust rather than trigger resistance.
Negotiation and Conflict Resolution
ERP implementations often produce disagreements among participants. A manager skilled in negotiation and dispute resolution can address conflicts amicably and keep the project on track toward its objectives.
Familiarity with the Organization’s Business
When the ERP Project Manager has practical experience in the organization’s field, their chances of success increase because they are familiar with operational nuances. For example, if the client is a food manufacturing company, the ERP Project Manager should understand the production workflow from planning through final output.
Technical and Functional Skills
The ERP Project Manager should have technical familiarity with ERP systems and ideally some background in software or programming. This technical literacy improves communication with the vendor and bridges the gap between the client’s business users and the implementation team.
Critical Success Factors for an In-House ERP Project Manager
Several factors and strategies help an ERP Project Manager succeed. Notable among them are:
- Adequate training: Provide targeted training to close skill gaps or develop competencies the manager lacks.
- Full support: Senior leadership must fully back the ERP Project Manager with appropriate budget, resources, and moral support.
- Employee backing: When employees support the ERP Project Manager through cooperation and openness to change, project success becomes far more likely.
Challenges When Appointing an In-House ERP Project Manager
Despite the many advantages, appointing an in-house ERP Project Manager may present challenges such as:
- Difficulty finding someone who combines leadership qualities with deep ERP technical expertise.
- Possible favoritism toward certain colleagues or departments due to prior relationships, affecting objectivity.
- Limited availability if the ERP Project Manager holds other responsibilities in the organization.
Salis ERP — Streamline Your Operations with the Right ERP Project Manager
Salis ERP is one of Saudi Arabia’s leading ERP solutions, helping organizations enhance performance, streamline operations, and boost profitability. With the right ERP Project Manager, businesses can maximize system efficiency and drive growth.
Request a quote today to discover how Salis ERP can transform your company. The system covers all departments — Procurement, Inventory, Production, Sales, Accounting & Finance, HR, and CRM — delivering a complete ERP experience designed for your business needs.
Frequently Asked Questions
Who is the in-house ERP Project Manager?
The ERP Project Manager is responsible for planning, executing, monitoring, and evaluating the ERP implementation within the organization. They must have the skills, experience, and personal qualities needed for this vital role.
What are the main roles of the ERP Project Manager?
The ERP Project Manager oversees planning, execution, communication, evaluation, and problem-solving throughout the implementation process.
Why is the ERP Project Manager important?
The ERP Project Manager increases the likelihood of implementation success through deep institutional knowledge, strong coordination, timely delivery, and cost efficiency.
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