A few months ago, we led a project feasibility study for a client to determine whether implementing a new ERP system or integrating their existing tools would be better to manage their daily business activities.
We were happy to tackle this project, despite others possibly viewing this preliminary work as tedious and time-consuming.
Many project management companies prefer to start working directly in the project. However, we’ve repeatedly seen the value of conducting a feasibility study before embarking on a large costly implementation.
What, might you ask, is a feasibility study?
A feasibility study evaluates the practicality and potential success of a proposed project by assessing various factors such as requirements, resource availability, budget, legal, and operational constraints, just to name a few. In other words, it helps a company decide whether a project is worth pursuing.
The client had critical business documentation scattered across spreadsheets, various tech tools, scanned documents on the CEO’s desktop, and even an old-fashioned Rolodex spinning card file. And this was a large multinational client with customers across the globe!
They recognized the need to fix their current process for lead tracking, accounting, procurement, project management, risk management, compliance, and supply chain operations.
However they were uncertain whether they needed an entirely new system or could their existing workflows and systems be cleaned up or integrated. They knew they needed to do something, but were unsure about the best course to take.
They were overwhelmed about how to do this with their internal team, due to low headcount and a lack of ERP subject matter experts to guide them.
Off we went – we set off by determining who will be involved in the project and verified system requirements. Then we assessed existing processes, identified gaps, and compiled their wish list all while iterating and providing documentation. We identified and engaged knowledgeable subject matter experts who helped the client determine if an ERP system was the right fit for them.
After approximately a month or so, they decided implementing a new ERP system was feasible for their budget and beneficial for operational efficiency.
We confirmed their current systems and spreadsheets, alongside the large volumes of contacts, workflows and documentation they were managing, were consuming too much valuable time of their internal team.
We then set off to implement the new ERP system. Please note that implementations are a huge topic, and will be covered in future posts.
Unsure whether to proceed with that big project? Begin with a feasibility study.
With 20+ years project management experience, Barbara Kephart has led projects across industries like medical software, clinical trials, and cybersecurity. With experience teaching technical project management and stakeholder engagement, Barbara is dedicated to helping companies pivot, prioritize, and complete projects with Chief Project Officer-level expertise, project professionals, practical training, and hands-on management—without the executive-level price tag.