The subject matter experts (SMEs) are the programme manager’s most valuable players in the client side of an ERP implementation. They bridge the gap between the HR and Finance teams and the programme, representing the needs of the business and communicating back the needs of the programme.
These people play a pivotal role and are at the front line of the programme. Any areas of concern, potential conflicts or emerging issues: they will be the first to hear. They will also be at the centre of any challenging conversations with the functional teams they represent. They are experts in their profession but not usually the most senior, so will have to use their influencing skills, negotiation skills and diplomacy to get the functions to align with the programme objectives.
When issues occur, and they will, they will be caught between a rock and a hard place, trying to the true to the needs of the function yet still acknowledging the needs of the programme. The programme manager will need to protect them as much as possible from the stress and pressure placed upon them.
There is normally very little support for SMEs and often no training provided. There is very little available on the market. The ERP Academy provides the online training course I know of: https://erp-academy.org/courses/subject-matter-expert/
Typically an organisation selects individuals from their functional teams and volunteers them to be the SMEs for the ERP programme. They are given a pat on the back and shuffled off to join the programme team. “You’ll be great” is the only induction training provided for their new role. It’s far from ideal for such a critical role.
Sometimes organisations bring in external resources for these roles. This can address the issue of lack of experience in the role, but at the cost of them not having the detailed understaning of how the functions work and knowing the key players. This increases the risk of the functions lacking ownership of the new system and feeling that the implementation was done to them instead of being done with them.
This approach isn’t better or worse, just different, with different risks to manage. The right approach for your programme may be a blended one, combining internal knowledge with external experience.
Whichever approach you take, make sure you protect your most valuable players.
ERP Success 