Training is the unanimous choice of experienced ERP implementers as the most elusive budget item. It is not so much that this cost is completely overlooked as it is consistently underesti.~ated. Training expenses are high because workers almost invariably have to)earn a new set of processes, not just a new software interface. Tak~, over insta;nce, a receiving clerk who accepts shipments of raw materials. With. an ER~ package like SAP, that clerk now becomes an accountant, because he i~ keying inventory directly into a live system. Mistakes
have an immediate impact on the books. Once every receiving clerk has access to the system, the plant's accounting departments can no longer simply looks at their data in batches. Now they need to be able to pinpoint the origin of each data entry to verify its accuracy, if necessary. Employees at all levels have to accept different responsibilities. ERP isn't so much about technology implementation; it is a lot of work to set up the software, but it isn't difficult. It does, however, force you to do a huge amount of change management. And change management appears in the budget on the training line.

Training is the first item that cuts when budgets have to be squeezed - a major mistake, say most ERP implementers. A successfu! training will account for a minimum of 10-15% of the total project budget. Unwise companies that scrimp on training expenses pay the price later. Although training can not be avoided, there are still a few ways to keep its price tag under control. One way id to train an initial batch of employees, who can then, in turn, trains their colleagues. This solves two problems: one, the huge training bills of the consultants; two, since the training will be done by their own colleagues, there will be less resistance to changes and people will be more ready to accept the new system. In fact, it will be a good idea to identify these would-be trainers early on in the implementation and make them part of the implementation group, so that they will have hands-on experience and will know the 'big picture'.