Implementation Plan Example — ERP Rollout
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Document: Implementation Plan
Example Document
Last updated 6/4/2026
Implementation Plan — ERP Rollout at Northwind Manufacturing
Project / initiative: Replace legacy accounting and inventory systems with a unified ERP Sponsor: Priya Desai, CFO Delivery lead: Tom Akande, IT Programme Manager Date: 4 June 2026 Version: v1.0 Status: Approved
1. Objectives & scope
Objectives:
- Retire the three disconnected legacy systems and run finance, inventory, and purchasing on one ERP by Q4 2026.
- Cut month-end close from 9 working days to 4.
- Give all 6 branch warehouses real-time, shared stock visibility (currently updated overnight in batches).
In scope: Finance (GL, AP, AR), inventory, and purchasing modules across head office and 6 warehouses.
Out of scope: The shop-floor MES, HR/payroll, and the customer-facing webstore — these stay on their current systems and integrate via the existing middleware. CRM migration is a separate, later project.
2. Phases & milestones
| Phase | Goal | Key milestone | Target date |
|---|---|---|---|
| 1 | Discovery & design | Requirements and to-be process maps signed off | 31 Jul 2026 |
| 2 | Configure & build | ERP configured and passing UAT in staging | 18 Sep 2026 |
| 3 | Data migration & pilot | Head office live on ERP, stable for 2 weeks | 16 Oct 2026 |
| 4 | Warehouse rollout | All 6 warehouses migrated and transacting | 27 Nov 2026 |
| 5 | Stabilise & handover | Support handed to internal BAU team, legacy systems off | 18 Dec 2026 |
3. Workstreams & owners
| Workstream | Scope of the track | Accountable owner |
|---|---|---|
| ERP configuration | Module setup, workflows, integrations | Tom Akande |
| Data migration | Cleanse and migrate master data + open balances | Lena Ortiz (Finance Systems) |
| Training & change | Train 140 staff across head office + warehouses | Sam Okoro (Ops) |
| Communications | Stakeholder updates, branch readiness | Tom Akande |
4. Resource plan & RACI
Resources required:
- People: 2 IT staff full-time, a finance SME at 50%, and the ERP vendor's 2-person delivery team for Phases 1 to 3.
- Budget: 240,000 USD (licences, vendor services, 3 months of contingency support).
- Tools / systems: ERP staging and production tenants; the existing middleware for the MES integration.
RACI:
| Activity / decision | CFO (Sponsor) | Delivery lead | Workstream owner | Branch managers |
|---|---|---|---|---|
| Approve to-be processes | A | C | R | C |
| Configure & test ERP | I | A | R | I |
| Sign off data migration | A | R | R | I |
| Go/no-go for each warehouse | A | R | C | C |
5. Timeline
| Milestone | Phase | Owner | Date |
|---|---|---|---|
| Requirements signed off | 1 | Tom Akande | 31 Jul 2026 |
| UAT passed in staging | 2 | Tom Akande | 18 Sep 2026 |
| Head office live (pilot) | 3 | Lena Ortiz | 2 Oct 2026 |
| All warehouses migrated | 4 | Sam Okoro | 27 Nov 2026 |
| Legacy systems decommissioned | 5 | Tom Akande | 18 Dec 2026 |
The critical path runs through data migration: clean master data must be ready before any cutover, so a two-week buffer sits between UAT and the head-office go-live to absorb cleansing overruns.
6. Dependencies
| Dependency | Needed before | Owner | Status |
|---|---|---|---|
| Master data cleansed (suppliers, items) | Phase 3 migration | Lena Ortiz | Open |
| Middleware mapping for MES integration | Phase 2 build | IT vendor | Open |
| Warehouse network upgrade (Branch 4) | Phase 4 rollout | Facilities | Done |
7. Risks & mitigations
| Risk | Likelihood | Impact | Mitigation / trigger | Owner |
|---|---|---|---|---|
| Dirty legacy data delays migration | M | H | Start cleansing in Phase 1; weekly data-quality report; pad critical path with 2 weeks | Lena Ortiz |
| Branch staff resist the new system | M | M | Train per branch a week before its go-live; on-site support for first 3 days | Sam Okoro |
| Month-end falls during a cutover | L | H | Schedule every warehouse go-live for the first week of a month, never near close | Tom Akande |
8. Communication plan
| Audience | What they need | Frequency | Channel | Owner |
|---|---|---|---|---|
| CFO & exec team | Status, risks, decisions needed | Weekly | Steering meeting | Tom Akande |
| Branch managers | Their go-live date and readiness checklist | At each phase + 1 week before go-live | Email + call | Sam Okoro |
| All affected staff | What changes for them and when | At Phase 3 and Phase 4 | Briefing + intranet | Sam Okoro |
9. Success measures
- All transactions running on the single ERP, with the three legacy systems switched off by 18 Dec 2026 (maps to Objective 1).
- Month-end close completed in 4 working days or fewer for two consecutive months post go-live (maps to Objective 2).
- Stock levels visible in real time across all 6 warehouses, confirmed by a spot-check reconciliation (maps to Objective 3).
Notes
A filled implementation plan for a fictional ERP rollout, showing phases, workstreams, dependencies, and risks; names, dates, and figures are illustrative.
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Part of the Implementation Plan document collection
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Implementation Plan
A detailed plan for implementing a project, system, or initiative, including phases, tasks, resources, and timelines.