Expert Tip: Don’t Let Your ERP or Digital Transformation Become a Cautionary Tale

In this month’s expert tip, experienced D365 Program Manager, Anne-Marie Tellefsen, highlights the benefits of engaging fractional advisory services to help ensure success for your D365 implementation.
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Don’t Let Your ERP or Digital Transformation Become a Cautionary Tale

Embarking on an ERP or digital transformation project is one of the most daunting undertakings a company can face. After selecting a platform and partner, organizations are often left to navigate an expensive, high-stakes journey with limited independent guidance, few external checkpoints, and even fewer opportunities to course-correct without incurring cost or delay.

This is where projects get risky. And it’s where I come in.

I’ve spent over 25 years leading and rescuing complex, global ERP and transformation initiatives—including more than 95 implementations and what is likely the largest Microsoft Dynamics deployment to date. I’ve earned nine Microsoft certifications, a PMP, Agile Certified Practitioner credentials, and deep experience in change management and business process reengineering.

Across all methodologies, industries, and software platforms, one truth holds: success leaves clues—and so does failure. Let’s walk through the key phases of a typical ERP project and highlight the most common mistakes I see, along with the warning signs leaders should never ignore.

1. Mobilize/Launch – Lay the Right Foundation

This phase is critical. The project team is assembled, tools are set up, governance is defined, and the Statement of Work (SOW) is signed. Unfortunately, many projects charge ahead before this foundation is ready—creating downstream misalignment that becomes costly or even irreparable.

Ask yourself:

• Are roles and responsibilities clearly defined?
• Are escalation paths, decision rights, and reporting cadences documented?
• Are your tools for managing requirements, risks, and communications in place and understood?

If these basics are overlooked, the project is already at risk. Get them right now—before you build anything.

2. Discovery – A Two-Way Street

Discovery is not just the vendor learning about your business—it’s your organization learning exactly what to expect from the vendor. This phase should result in:

• Detailed process maps (often 100+ pages) of everything in scope
• Clear documentation of current-state pain points
• Quantified cost savings if pain points are addressed

Resist pressure to skip current-state documentation. You can’t design a better future without understanding today. If possible, negotiate a Discovery-only contract with defined deliverables—this allows you to evaluate approach, team, and scope before committing to a full program.

Now, with an understanding of what is costing you the most, design the future state, in phases if necessary, to achieve the goals.

3. Build – Customize with Intention

Only customize software for processes that make your business unique. If you’re customizing standard industry processes, you’re wasting time and money.

Focus on enabling your differentiators. Align your customizations with competitive advantage—not convenience.

4. Test – Own the Validation

Testing must be rigorous and owned by the organization. Your vendor should test, yes—but you must validate that your business requirements are met using real data and real scenarios. Anything less is a gamble.

Don’t rely solely on your partner’s word. If your internal team hasn’t touched and tested the solution thoroughly, you’re flying blind.

5. Deliverables & Momentum – It Should All Add Up

Each phase should build on the last. Deliverables should grow in substance and coherence. If your team is confused about what’s happening this week or this phase, deadlines are missed, or there’s frequent vendor turnover—something is wrong.

And if your gut tells you something is off—it probably is.

You Don’t Need to Go It Alone

Too often, companies spend millions on ERP and digital initiatives without independent guidance—then call for help only after the damage is done.

You don’t need a full-time resource. What you need is a trusted, fractional advisor who can offer perspective, validate direction, and intervene early when something isn’t right.

AnneMarie Tellefsen

linkedin.com/in/erpexpert

ERPresQ@gmail.com