An example ERP implementation team structure for your project

ERP implementation teams are almost as diverse as the 57 varieties of pickles available from the H.J. Heinz Company. Organizations implementing an ERP system can be large or small, highly structured or loosely in a matrix, public or private, and they might be anywhere around the globe. In one form or another, they all should have these elements: an executive steering committee, a project management team, and a core implementation group.

Given the many complexities associated with ERP implementation, it is entirely logical that various management stakeholders should be present to ensure efforts stay on track. While an ERP implementation team structure can range from informal to highly formal, the goals remain the same: to implement the ERP system efficiently, reduce risk, and control costs.

This guide will help you create your ERP implementation team structure by outlining who should be involved in the initial software selection, who owns key decisions, and who drives day-to-day execution. Team roles should be based on skills and accountability, not just seniority. Senior-level support matters, but so does participation from department heads and hands-on users. The ideal project leader is the person who can influence change and keep teams aligned, not necessarily the CEO or CFO.

Let’s consider how the ERP implementation team would look for a small or midsize business.

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Steering committee

This group of senior leaders defines and manages the overarching goals for the ERP implementation. Committees of this type usually include major enterprise or divisional heads who guide project planning and remove roadblocks when needed.

Use our ERP implementation checklist to build your team and install new software successfully

For example, in the case of a multinational company operating in numerous locations, a typical ERP implementation steering committee roll-call would look like this:

• CEO or EVP - headquarters
• COO and/or CIO – headquarters
• CFO – headquarters
• VP/Director IT – headquarters
• VP/Director Sales/Marketing – headquarters
• VP/Director Production - headquarters
• Director of Finance - headquarters
• Director Facilities – headquarters
• EVP – first off-site division
• EVP – second off-site division
• Director of Production – first off-site division
• Director of Production – second off-site division

Again, this scenario reflects a large-scale company with multiple business units. However, the same structure can be scaled down for smaller organizations with fewer layers of leadership.

Project management team

This group of operational leaders directs the practical installation phase of the ERP project. They act as the bridge between strategy (steering committee) and execution (core implementation group). They own the project timeline, scope, risk, and communication plan.

Using the same multinational example, a project management team could include:

• VP/Director IT - headquarters
• VP/Director Production - headquarters
• Director of Finance - headquarters
• Director Facilities – headquarters
• EVP – first off-site division
• EVP – second off-site division
• Director IT – first off-site division
• Director IT – second off-site division
• Director of Finance – first off-site division
• Director of Finance - second off-site division
• Director of Production – first off-site division
• Director of Production – second off-site division

Implementation groups

This group of specialists handles the detailed work of configuring, testing, and rolling out each ERP module. The team includes:

• Major line of business constituents
• Key external partners
• Third-party partners (technical/business)
• Necessary consultants

These are the people working directly with workflows, data, and user adoption. Without them, even the best project plan will fail.

Whether a company is large or small, this network of knowledge-engineers is essential. Skipping these roles increases the risk of cost overruns, delays, and poor system adoption.

Steering group (for small/midsize businesses)

This would include senior managers from functional groups affected by the ERP implementation, as well as others with decision-making authority. They define scope, time, and budget. The president or CEO is usually a member, along with vice presidents. High-potential functional managers and the head of IT should also be included.

In many midsize, family-owned businesses, additional members may include a family representative, a trusted advisor, or an external CPA. If ERP expertise is limited internally, an ERP consulting partner may participate as an advisor.

Project management team (small/midsize version)

This team reports directly to the steering group and ensures the project stays within time and budget. In a midsize business, only the project manager may be full-time on the ERP rollout, so it is essential that each member has the bandwidth to contribute. Temporary backfills or redistributed workloads may be necessary.

The best project manager is usually internal, so they understand the company culture and processes, even if they have less ERP experience than a consultant. The team should include:

• One or more IT representatives (software and infrastructure)
• Departmental leaders or subject-matter experts
• A change management or training lead, if available

Core implementation group

These individuals handle the hands-on ERP work. The team leader communicates progress to the project manager. Members typically include:

• Functional specialists from finance, operations, sales, etc.
• Internal developers or technical staff for configuration and integrations
• Data owners who support migration, cleansing, and validation
• Process owners who help define new workflows
• Ad-hoc testers and super-users
• Training coordinators

Guidelines for building an effective ERP implementation team

• Choose people for their expertise and influence, not just job titles
• Give teams the authority to make decisions instead of waiting on approvals
• Keep communication active at every level of the project
• Share updates across the business, not just inside project meetings
• Encourage feedback from all users. That quiet guy in the corner might have the best idea no one would have thought of.