Bombardier ERP Implementation Reflection

After hearing the consultant’s presentation at last week's meeting I feel that Bombardier is headed in the right direction in regard to their ERP implementation. There was vast improvement from the first implementation to the second implementation and it looks like we are headed to even more success for our upcoming third implementation. As stated in the presentation, Bomardier's second implementation at Saint-Laurent greatly improved from its first implementation at Mirabel.  Bombardier wonderfully completed some facts of implementation. These facts included knowing why the company was implementing an ERP system, recognized the value in early planning and understood the business processes.  However, Bomardier key phases weren’t strong enough, which if addressed properly, could have led to better implementation results.  The consultants discussed that Bombardier needs to improve upon building a business case for an ERP system with a positive return of investment, gain executive and organizational commitment, ensure proper project management and resource commitment and invest in training/change management.

To address the main disconnection between management, employees and the project team and the issues mentioned above, a best practices framework was presented. After listening to the consultant’s recommendation and analyzing my own research, I agree that Bombardier needs to implement a best practices framework.  Even though the company greatly improved from the first implementation, there are still numerous issues that are not being addressed.  The best practices framework presented will be comprehensive and which will help the company understand the important aspects of framework.

Investing in training is necessary and highly qualified trainers/consultants should be readily available to train and support users. A suggestion would be to formulate a detailed training program including materials and workshops prior to implementation. Change management should also include a business transformation plan which should identify roles and responsibilities that will change when the ERP is implemented.  Since employee's positions are based upon functions, the plan will introduce employees to new roles and assignments prior to implementing the new ERP system.
The company has committed a great deal of financial and personnel resources to this project and implementation is key in determining overall success. The best practices framework should not only be carried out by the project team but also management.  If the best practices framework is carried out properly, implementation at the third location is projected to surpass the Saint-Laurent implementation.