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Most CFOs assume that once a technology project starts, control naturally shifts to IT or consultants. In reality, the success of any digital transformation depends on how well Finance keeps ownership — not just of the budget, but of the vision, governance, and value delivery. 1. Where Control Is Lost In
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In every ERP implementation, one of the biggest sources of tension isn’t the technology — it’s unclear accountability. Who’s supposed to approve the solution design? Who signs off on data migration? Who leads cutover readiness? These questions often surface too late — during go-live chaos. That’s why we
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For years, ERP projects were framed as a choice between two opposing camps: Waterfall vs. Agile. On one side, the rigor and predictability of Waterfall — stage gates, formal approvals, clear deliverables. On the other, the flexibility of Agile — iterative releases, sprints, and early feedback. Today, most ERP projects, especially large-scale
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For many organizations, the go-live weekend marks the finish line of an ERP implementation. But in reality, it’s the most fragile phase — one where all the work of months or even years converges into a few critical days. And yet, the cutover plan — the detailed sequence of steps that
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In most ERP programs, the words governance and management are used interchangeably — yet they mean very different things. Confusing the two often leads to unclear roles, slow decisions, and frustration between business and IT teams. Understanding the distinction is key to building a structure that supports decision-making, accountability, and long-term
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Too often, ERP implementations are still treated as technical projects. The software works, the integrations run, and the go-live checklist is ticked off — yet users struggle to adopt it, processes remain inconsistent, and the system fails to deliver strategic value. The root cause is rarely technology. It’s governance. When
ERP
ERP implementations are among the most ambitious initiatives an organization can undertake. They promise streamlined processes, better data, and improved decision-making — but too often, they go over budget, fall behind schedule, or fail to deliver value. The truth is: ERP projects rarely fail because of technology alone. They fail because
ERP implementation
An ERP rollout is often compared to a marathon, not a sprint. Many beginners think once the system is “installed,” the project is done. In reality, ERP implementation is a structured journey with multiple phases — and each one requires attention not just to technology, but also to people and processes.
D365 Finance
If a D365 Finance go-live fails, the root cause is rarely “the system.” It’s usually cutover discipline: unclear owners, missing timings, no rollback, and no throughput data. Here’s the two-rehearsal playbook I use to prevent that. Outcome: two full dress rehearsals with measured timings, clear RACI, signed acceptance
ERP Governance
Most ERP projects don’t fail because of technology. They fail because no one is accountable. Without clear roles, escalation paths, and a culture of trust, projects collapse under bottlenecks, blind spots, and finger-pointing. From real experience in large-scale ERP/D365 transformations, here are the governance lessons you can’t
ERP Roles and Responsibilities
Implementing an ERP system is not just an IT exercise — it’s a full-scale business transformation. When roles are unclear, projects stall, decisions drag, and adoption suffers. When they’re well-defined, you get accountability, speed, and alignment. Below is a breakdown of the key roles you need on an ERP
ERP implementation
At FitGap Finance, we help finance teams and business leaders bridge the gap between business needs and ERP functionality — with a focus on Microsoft Dynamics 365 Finance. ERP projects are high-stakes. Done right, they can transform your operations. Done wrong, they can drain budgets, stall timelines, and frustrate your best