5 Things Key Users Wish ERP Project Teams Understood

Alex at FitGap

07 Dec 2025 — 3 min read

Every ERP project depends on the people who know the business best — key users.
They validate processes, test scenarios, document exceptions, support data migration, and eventually carry the system into day-to-day operations. Yet despite their importance, their reality is often misunderstood by project teams.

Here are five truths that, when acknowledged, make ERP implementations dramatically smoother.

1) Key users already have a full-time job — and they won’t be fully dedicated

In theory, best practice says key users should be allocated 50–100% to the project.
In real life, this almost never happens.

They continue handling:

month-end activities
supplier and customer issues
inventory constraints
urgent operational firefighting

The project often becomes a second job — and pressure builds quickly.

What to do: protect their time. Reduce unnecessary meetings, prioritize their involvement, and secure backfills during testing and cutover.

2) They need clarity, not jargon — and the tools to explain processes to others

Key users don’t want to hear about tables, APIs, batch jobs, or architecture.
They want to understand:

what will change
what will stay the same
what they will be accountable for
how to perform their tasks on day one

And there’s a second layer:
They are the ones who must explain these new processes to end-users, many of whom resist change or lack confidence.

Without proper support, they become messengers without tools.

What to do: translate project language into business language. Provide training guides, talking points, and concrete examples.

3) Stable environments matter more than perfect design

Key users want to help — but they can’t validate anything if:

environments keep breaking
data is inconsistent
configurations change daily
scenarios don’t reflect reality

Nothing demotivates them more than instability.

What to do: coordinate refresh cycles, code promotion windows, and testing waves so users have stable ground to work on.

4) They need visibility into data and reporting much earlier than teams think

Key users are responsible for:

data quality
reconciliations
exceptions
reporting validation

Yet they’re often brought in too late — when issues are much harder to correct.

They also feel pressure to document all possible scenarios and edge cases, which can quickly become overwhelming.

What to do: involve them from the very first mock load. Let them validate mappings, business rules, and outputs early.

5) They don’t expect perfection — they expect support

Key users understand that ERP projects are messy.
They don’t expect a flawless system.

What they do expect is:

clear communication
fast resolution of real blockers
recognition of their workload
support in managing end-user concerns

And most importantly:
a project culture that values their input rather than treating them as interchangeable resources.

What to do: involve key users in decisions, acknowledge their role, and provide the support they need to succeed.

Field-Proven Checkpoints

Key user time protected and realistically planned
Communication in business language, not jargon
Stable test environments
Early involvement in data and reporting
Supportive, collaborative culture
Tools provided to train and guide end-users
Realistic expectations for documentation loads

Closing Thought

Key users shape the success of your ERP program more than any technology or methodology.
Support them properly, empower them early, and you’ll see higher adoption, fewer surprises, and a smoother go-live.

For a broader perspective on governance, human dynamics, and accountability in ERP initiatives, see our ERP transformation practical guide.
👉https://www.fitgapfinance.com/erp-transformation-practical-guide/