Implementing ERM: How Much Consulting is Needed?
Because implementing an enterprise request management (ERM) strategy involves some (though not necessarily a great deal of) investment in new software, it also inevitably requires some outside consulting expertise, from a vendor or partner.
- the specific technical skills an organization has internally;
- an organization’s preference for using contingent vs. dedicated resources;
- the timeframe for implementation (a rapid implementation may—depending upon the nature of the toolset—require more outside consulting help); and
- the complexity of the implementation.
But one of the most important factors is, of course, the software chosen, particularly the tools for developing the request portal and back-end process automation. Implementing ERM using a service request-oriented low-code platform can provide results more quickly, while also reducing the amount of external consulting help needed.
In most large organizations, a successful implementation often has the software vendor or consulting partner setting up the look and feel, installing and configuring integration connectors and helping to get a good process in place.
From there the tools chosen should be simple enough to empower business process owners to create, test, optimize and deploy their own service items and workflow automation, with minimal assistance from IT. As noted here previously, giving business function leaders such tools enhances the perception of ownership, which in turn leads to faster adoption of ERM across the organization.
In short then, the selection of ERM technology has significant impacts not only on the amount (and cost) of outside consulting resources required, but also on the speed of initial time to benefit, the velocity of ERM adoption across the organization, the workload for IT, and even relations between IT and other shared services function leaders.
Of course, the complexity or simplicity of an ERM toolset, and the corresponding level of consulting assistance required, aren’t the only or primary factors to consider when making an ERM technology selection. The most important consideration is the ability of the tools to support the goals and objectives of an organization’s ERM strategy.
But once the alternatives are reduced to a short list of vendors who can provide the required functionality, simplicity (in terms of building out the business service catalog) becomes a virtue—and not only because it keeps the need for consulting help manageable.
Download the white paper Enterprise Request Management: The Process to learn more about how the steps involved in implementing an ERM strategy.