Three parties sit around a cloud ERP project: the customer, the software vendor, and the implementation partner. Who is responsible when something breaks has a different answer depending on which of the three you ask, which is exactly why it is worth a lesson.
A typical team shape: a programme manager, functional leads per tower, a technical lead, a data lead, and change and training. Most people taking this course are either the functional consultant or the client-side counterpart, and the same project looks quite different from those two chairs.
What goes wrong commercially, in roughly the order it bites:
- Scope defined by module rather than by business process, so the gaps between modules belong to nobody.
- Design decisions made by whoever happened to be in the room.
- No decision log, so the same argument is had three times.
- Testing scoped as an afterthought, then compressed when the build runs late.
Three habits protect you. Write the decision log. Get design sign-off in writing. And insist on a data migration dry run before user acceptance testing — the first real load is where estimates meet reality, and you want that meeting to happen early.
The configuration in this course is also in the vendor documentation. This lesson is not, and that is deliberate.