Who does what in an ERP programme?

 

An ERP programme needs clear ownership across business change, technology and delivery. Appointing an implementation partner does not remove the need for customer’s to make decisions on readiness and business outcomes.

 

The diagram shows roles that may be needed across an ERP programme. The exact structure will depend on its scale and complexity: some roles may be combined, while others require whole teams. Treat it as a guide to responsibilities rather than a fixed reporting hierarchy.

Select a role to see its responsibilities below. On smaller screens, swipe sideways to explore the diagram.

Explore the programme team

Select any role above to read what they look after.

Roles may be combined or shared across teams. Positions in this diagram are a guide to responsibilities, not fixed reporting lines. The arrow shows assurance informing the Heads of Function and Capability.

Agree the responsibilities early

 

Job titles alone do not establish accountability. Make clear who produces each deliverable, who approves it and who resolves disagreements. Pay particular attention to overlapping responsibilities between programme, project and delivery management, and between product, capability and functional leads.

 

The diagram also does not show everyone who contributes. Business process owners, subject-matter experts, data owners, security specialists and operational support teams need time allocated to the programme. Name the executive sponsor and the authority for major funding, scope and go-live decisions.

 

Build one joined-up team across the customer, implementation partner and technology vendor. Each party should understand its responsibilities, dependencies and decision rights. The aim is to ensure that essential work has an owner—and that the customer can confidently operate the solution after the programme ends.

Knowledge articles

Custom or config?
Why rehearse?
Team structure