8 ERP Implementation Challenges for AEC Firms & How to Overcome Them 

Architecture, engineering and environmental consulting firms rely on ERP software to manage daily operations as well as projects. Implementing an ERP solution is a complex process that must be managed correctly to avoid potentially serious consequences. This article highlights eight of the most common reasons AEC firms experience ERP implementation failure and how to avoid them.

• AEC firms need ERP solutions to manage the daily operations, but implementation can be complicated for different reasons, including resistance to change, unrealistic expectations, and lack of preparation. 
• For successful ERP implementation, AEC firms should engage leadership early, choose the right ERP solution, create a clear plan, learn from other firms, and train staff upon rollout.  
• Working with an experienced ERP provider like BST Global and choosing software developed exclusively for AEC firms, such as BST11 ERP, will ensure a smoother implementation.

Why ERP Solutions Are Essential for AEC Firms 

Operating an architectural, engineering or environmental consulting (AEC) firm involves much more than working on projects. Daily operations tasks like billing, accounting, as well as risk management and staffing require considerable company resources. Therefore, AEC firms use enterprise resource planning (ERP) software to streamline business processes and keep all the related data organized and accessible. 

Implementing an ERP solution is a significant undertaking, especially for a large AEC firm. If the implementation process goes poorly, the firm may end up with problems like business disruptions, operational downtime, budget discrepancies and lost revenue.   

Reasons Your AEC Firm’s ERP Implementation Might Fail

Implementing an ERP solution requires the right partner, one that understands the firm’s business needs well enough to avoid the hurdles that can slow the process down. Here are eight common challenges we see as a company that works exclusively with AEC firms: 

1. “If It Ain’t Broke, Don’t Fix It”: When processes have been in place for a long time, the people who work with them daily become adept at navigating their inherent inefficiencies, making them seem less serious than they are. Unless employees speak up, leadership just knows that the job is getting done, and changing systems becomes difficult to justify.
2. Fear of Change: Integrating automation and learning new technology can be scary for employees who aren’t tech savvy. Employees may fear becoming irrelevant if a crucial function no longer falls under their responsibility. Additionally, leadership may resist implementing technology to avoid backlash from their teams.
3. Unrealistic Expectations: ERP implementation is a complex process that requires time and diligence. Everyone involved, from the solution provider to firm leadership, should be clear on the timeline for each step. Rushing any part of the ERP implementation process, such as QA or testing, practically guarantees an unsatisfying result.
4. Inadequate Budgeting: Implementing a new firm-wide technology, such as an ERP solution, requires a significant monetary investment. AEC firms must understand the full financial implications and reserve the necessary funds in their budget for implementation as well as any recurring subscription, support or licensing fees. Underestimating the level of commitment could stall the implementation process and result in service interruptions down the line.
5. The Wrong ERP Provider: The ERP provider a firm chooses can make or break the implementation experience. Firms often don’t realize that they will need to rely on the ERP provider for as long as they continue to use its ERP solution.
6. The Wrong ERP Solution: Implementing an ERP solution is a serious decision that will affect critical business systems and multiple teams. An AEC firm should pursue an ERP system because it will meet the company’s needs, and not because the provider has good marketing. An ERP solution that doesn’t meet the firm’s current needs will certainly prove inadequate when those needs inevitably expand.
7. Lack of Leadership Buy-In: An AEC firm needs to confidently rely on its leaders to keep the ERP implementation going smoothly. If the top decision makers aren’t fully sold on the idea, they may resist and cause unnecessary roadblocks to successful implementation.
8. Insufficient Staff Training & Support: After the implementation period, most teams want to start using the new system right away to make up for lost time. However, allowing adequate system training time is crucial. Otherwise, the teams that need to use the ERP solution will miss out on key functions and won’t understand how to use it to its full potential.

Request a personalized demo for your AEC firm today!

REQUEST A DEMO

How to Avoid ERP Implementation Mistakes: Best Practices for AEC Firms

Fortunately, not all ERP implementations fail. AEC firms that stick to the following best practices will find success: 

• Work With Leadership to Select the Right ERP Solution  
  Along with spearheading the process, leadership needs to buy into the ERP implementation as well. Their endorsement and oversight are crucial to maintain momentum for a successful implementation. Getting executives on board also helps to spread enthusiasm across the firm. 
   
• Establish a Vision & Consider Long-Term Goals 
  Implementation is just the beginning. For continued success, firms should have a long-term plan for using the newly implemented ERP solution and ensuring adequate support for the teams that will rely on it. 
   
• Develop a Clear Plan With a Specific Timeline 
  Without an ERP implementation calendar, the process can break down and potentially cause costly failures. Adequate planning will help to ensure a smooth transition for everyone involved. 
   
• Make ERP System Training a Priority 
  Many ERP implementations fail because the firm didn’t adequately train employees to use it. To combat this, training must be a built-in part of a firm’s long-term plans. Every employee who interacts with the ERP system must be trained on all of its functionality before rollout. 
   
• Encourage Acceptance by Focusing on the Benefits 
  With the challenges that changing ERP systems can cause, it’s a good idea to engage staff in learning how the new system will make things easier by eliminating cumbersome, redundant and time-consuming processes. 
   
• Learn From Other Firms’ Mistakes 
  Read case studies involving AEC firms that have implemented an ERP solution to understand the potential pitfalls and recognize the opportunities to optimize their firm’s experience. 
   
• Solicit Feedback From ERP Users During Implementation 
  Reach out to other firms in the AEC industry and ask them about their implementation experience, including how smoothly it went and how satisfied they have been with their ERP provider’s support capabilities.  

Speak to the ERP Professionals

Besides providing ongoing support, an ERP provider helps the firm: 

• overcome challenges that may arise before, during, and after implementation 
• train its teams on the platform 
• get staff invested in the new ERP solution 

Partnering with an ERP provider that’s unfamiliar with the AEC industry or outsources any part of its operations could lead to a failed implementation.

For more than 50 years, BST Global has been designing, developing, and implementing project-based ERP solutions exclusively for architectural, engineering and environmental consultancies at the forefront of the industry. All of our teams are comprised of BST Global employees who have the proven experience and expertise to guide your firm through a successful ERP implementation and beyond. 

Speak with our ERP solution professionals to find out if BST11 ERP is the right solution for your AEC firm.