Roughly three quarters of ERP projects fail to meet the expectations set at the start, and almost none of them fail because the software could not do the job. They fail on scope that was never written down, data that arrived dirty, training that happened too early, and a vendor who disappeared the week after go-live.
Our implementation practice is built around those four failure modes. The method is unglamorous and it is followed every time, because that is what makes a go-live date something you can plan a financial year around.
Discovery, configuration, data migration, training, go-live cover and SLA-backed managed support — delivered by the same team throughout.
Not how the org chart says it should. Interviews run from the shop floor to the board, because the people who use the system daily know things the sponsors do not. A costed gap analysis then makes the customisation budget a decision rather than a surprise.
Chart of accounts, cost centres, numbering series, tax setup, approval chains, roles and permissions are configured to your policies before anyone is asked to use the system. Gaps are closed with custom development, reviewed like any other production code, and demonstrated weekly on real scenarios.
Configured to your accounting and approval policy · Roles and permissions before onboarding · Custom development as reviewed, versioned code · Weekly working demos on real scenarios
Masters, opening balances and transaction history come across from Tally, Busy, Excel or an older ERP, cleaned and de-duplicated on the way — a migration is the one good chance to fix a decade of inconsistent customer names. We have run migrations that tie to the rupee across hundreds of ledgers.
Masters, opening balances and history · Cleaning and de-duplication in transit · Line-by-line trial balance reconciliation · Residual variance named by account
A demonstration on sample records teaches nobody about their actual job, so training is role-based, hands-on and runs on your own migrated data. Champions trained inside each department answer the routine questions once we step back.
Cutover is planned to the hour, with a rehearsal, a defined freeze and a documented rollback position. Someone from our team is present, on site or on call, through the first days and the first month-end close, which is when the questions that matter appear.
Rehearsed cutover with a rollback plan · On-site or on-call through the first close · Hypercare ends on question volume, not a date · Formal post-implementation review
That is the only test that means anything. Support runs on SLA tiers matched to business criticality, with monitoring that catches a failing scheduled job or a filling disk before it becomes an outage. Upgrades carry your customisations forward and are regression-tested.
SLA response matched to criticality · Proactive monitoring, verified backup restores · Upgrades with customisations preserved · Quarterly review with a prioritised list
Essence ERP runs on ERPNext and the Frappe framework, so deployment is your choice: our managed cloud, a VPS you control, or hardware in your own building. The code and the database are yours in every case.
Where you host it yourself we document the deployment, hand over the runbook and remain available. There is no proprietary layer that makes leaving expensive, which is a reasonable thing to want from a system you will run for a decade.
The failure modes are well known. Addressing them is discipline, not cleverness:
The workflows in it came from these businesses, and each of them reads the system slightly differently.
All industriesA demo on sample data proves very little. Send us a week of your real documents and the same screens come back with your business in them, before anyone signs anything.
