Making ERP work for people.
The ERP projects that last are described in owners, decisions and daily work, not in licences and go-live dates.
Most ERP projects are described in modules, licences and a go-live date. The ones that still matter a year later are described in people: who owns a process, who is allowed to decide, and who will open the system on a normal Tuesday.
Start from the work
Sit with the person who creates the order, receives the goods, or chases the invoice. Ask them to walk through yesterday, including the workaround. The workaround is the real process. If the new system ignores it, people will rebuild it in Excel by the end of the first month.
Map the handoffs. A handoff with no name on either side is where orders wait, stock is wrong, and nobody feels responsible.
Configure reality, then improve it
There is a temptation to redesign every process during implementation. Some of that is necessary. Most of it is how scope explodes. Support the way the company actually sells and buys, and change a process only where the current way creates a measurable cost: rework, delay, or a decision made on bad data.
Write that reason down. "The vendor recommended it" is not a reason a warehouse supervisor will defend.
Adoption is the project
Training is not a week at the end. It is the moment a process owner can explain the new step to their own team, in their own words, on a real transaction. Give them a short list of questions they will be asked, and a place to send the ones they cannot answer.
If you only celebrate the go-live date, you will get a go-live. If you celebrate the first month in which people stop keeping a shadow spreadsheet, you will get a system that works for them.