Self-assessment: Check the health of your ERP implementation

Whether you’re just getting started with your ERP implementation or deep into the journey, now is the ideal time to evaluate how well you’re aligned with leading practices. Are you confidently on track—or drifting into risky territory? It might be time to realign or stabilize your program.

Take the self-assessment

For each statement, rate your current readiness on a scale of 1 to 5:

1 = Not met
2 = Partially met
3 = In-progress
4 = Mostly met
5 = Fully met

Project management and governance

The project is on track with its original timeline and actively governed with clear ownership, decision rights, and escalation paths.
Milestones are tracked against plan, and variances are addressed with risk-based actions.
Business and IT leadership are aligned and regularly engaged in governance forums.
Audit and control checkpoints are embedded into major project phases.

Budget, scope, and resource alignment

The project scope is stable and monitored through a formal change control process.
Internal and external resources are available and managed against a resource plan.
Financial forecasting is proactive and risk-adjusted, with regular leadership reviews and variance controls keeping the project within budget.
ERP functionality remains aligned to business objectives with documented traceability.

Process design and configuration

Core business processes are being redesigned, not just replicated, in the system with input from cross-functional owners.
Control points and compliance requirements are integrated into the process design.
Business value and standard ERP capabilities are prioritized over customizations.
Exception handling and manual workarounds are being tracked and minimized.

Change management and stakeholder readiness

A structured change strategy is in place, with business stakeholders actively involved.
Communication plans are tailored by role, impact, and level of change.
User adoption risks are being monitored, with plans to address fatigue or resistance.
Champions and super users are identified and engaged to support transformation.

End-user training and testing readiness

Training plans are developed and mapped to job roles and key business processes.
User acceptance testing (UAT) planning is underway with clear test scenarios and success criteria.
Business users are involved in testing and validation of processes and controls.
Feedback from early testing cycles is being incorporated into design refinements.

Post-go-live planning

Hypercare and support models are being defined and resourced.
Cutover planning includes data, access, control activation, and communication readiness.
Go-live criteria are defined, with risk-based contingency and rollback plans.
Ownership for stabilization and post-go-live optimization is established.

Controls and risk management

Key financial, operational, and IT controls are being designed and documented.
Risk registers are maintained and actively reviewed during project checkpoints.
Compliance gaps or potential control failures are escalated and addressed.
Internal audit or compliance has visibility into controls design and project risks.

Compliance, security, and Segregation of Duties (SoD)

Sensitive access points and SoD risks are identified and assessed.
Role-based access designs are aligned to job responsibilities and approval chains.
Security and compliance testing are integrated into the system and process validations and end user roles are available for testing cycles.
Key financial and operational processes have built-in monitoring and audit trail capabilities.

Data governance and migration

A data cleansing and integration strategy is in place, with business owner accountability and risk-assessed, documented plans for all integrations.
Master data governance (customers, vendors, chart of accounts) is aligned to future state needs.
Reconciliation procedures are defined to validate data quality during test cycles.
Data security and privacy requirements are included in migration plans.

SDLC (System Development Life Cycle) controls and change management

A structured process exists for design, configuration, testing, and approval of system changes.
Transport controls and environment segregation (DEV, TEST, PROD) are enforced.
All system changes are logged and require approval with appropriate documentation.
ITGC and audit considerations are embedded into the ERP change lifecycle.

How did you score?

34-40: 🟢 Strong alignment. Implementation is well-controlled and aligned with the business.
26-33: 🟡 On track. Heathy progress with some enhancements needed.
16-25: 🟠 Needs improvement. Risk areas have been identified. Proactive management required.
0-15: 🔴 At risk. Significant challenges exist. Remediation and stabilization needed.

Didn’t score as high as you would have liked? Usually, it’s because the business isn’t in the driver’s seat. Explore how our Business Integrator Model can help.