One of the biggest mistakes businesses often make in integrating an ERP system is choosing their ERP Partner. We have often rescued businesses that have undergone a long research phase choosing the ERP system but did not go through the same fine-toothed comb when it came to the ERP Partner (system integrator) and had their project fail originally before coming to us. An ERP system is as good as its implementation. This doesn’t mean that every ERP system is the same and can provide what your business needs, however, it also doesn’t mean that if you are unhappy with your ERP system, it is purely because of system limitations. In our experience, the implementation is as important as the product itself.

Clients also need to bear in mind that when choosing, they are not hiring a system integrator to do a one-off implementation/installation for them, but are choosing a partner for the lifetime of their ERP system (The average lifetime of an ERP system is between 7 to 10 years, and it will need support, upgrades and expansions during this time). With this in mind, there are a range of questions a business should ask when choosing a partner. 

1. Experience With Sage X3:

The experience of the system integrator with Sage X3 is crucial when implementing an ERP system. A Sage X3 experienced system integrator has in-depth knowledge of the software. This expertise is invaluable during the scoping and implementation process, ensuring the system is configured to meet your business’s specific needs and nuances.

Experience enables a system integrator to navigate the intricacies of Sage X3 efficiently. They are familiar with best practices and effective solutions, leading to a smoother and more rapid implementation process. Sage X3 is a versatile ERP system with customisation capabilities. An experienced integrator understands how to tailor the software to align with your requirements.

Mysoft’s Experience With Sage X3:

We are the first and most experienced Sage X3 partner in the UK and we take pride in our role as pioneers in delivering tailored ERP solutions designed to elevate the operational excellence of Sage X3 users.

With a legacy that spans years, our team boasts unparalleled experience in implementing and optimising Sage X3 for businesses in a variety of industries. We understand the intricacies of the business landscape and have honed our expertise to align seamlessly with diverse organisational needs. Above this, we have several referenceable clients that have managed to take their business to the next level using Mysoft and Sage X3.

This means that Mysoft clients are more likely to achieve project success when implementing Sage X3 due to our experience and depth of knowledge.

2. Experience With Similar Organisations:

Experience with similar organisations means the system integrator understands the specific needs, challenges, and workflows of your industry. This industry knowledge allows for a more targeted and effective implementation of Sage X3 tailored to your business requirements. Different industries often have specific compliance standards and regulations. An experienced integrator familiar with your industry is more likely to be well-versed in these requirements, ensuring that your ERP system is configured to meet all necessary regulations.

Organisations within the same industry often share common best practices. An integrator with a background in your sector can provide insights into industry-standard processes and procedures, aiding your organisation in adopting best practices and optimising its operations. Similar organisations may encounter common challenges. An integrator familiar with your industry is better equipped to anticipate and address potential issues, leading to more efficient problem-solving during the implementation and beyond.

Being familiar with the terminology, workflows, and nuances of your industry, the integrator can navigate the project with a quicker learning curve, allowing for a more rapid and efficient implementation of Sage X3. Having worked with similar organisations often comes with a portfolio of successful implementations. Reviewing these success stories can provide your organisation with confidence in the integrator’s ability to deliver tangible results aligned with your industry’s standards and expectations.

Mysoft’s Experience With Similar Organisations:

Mysoft has worked extensively with several businesses in a number of verticals that have different requirements from their ERP system. This has given us in-depth knowledge of vertical-specific requirements that allow us to understand clients’ wants and needs when it comes to ERP implementation. Moreover, to ensure we satisfy our client’s needs, we approach ERP implementation differently.

Tailored Solution:

One size does not fit all. We specialise in tailoring Sage X3 to match the unique requirements of your business. Whether it’s project management, resource allocation, financials, or any other requirement, our solutions are crafted to enhance efficiency and drive sustainable growth.

Holistic Approach:

Sage X3 goes beyond traditional ERP, and so do we. Our holistic approach ensures that every facet of your business operations is considered, providing you with a comprehensive solution that acts as the backbone of your organisation.

Expertise In Every Department:

At Mysoft, we believe in offering expert service throughout every department. This means that when working with us, you will get a dedicated account manager and a specialist project manager to oversee the work on your project. This means that the work will be offloaded from the development or consultant team, to allow them to focus on other aspects of your projects, but also provide you with best-in-class management services.

3. Partner Capabilities:

A robust partner portfolio reflects the integrator’s ability to collaborate with diverse specialists, each contributing unique expertise to different facets of the implementation process. This diversity ensures that the integrator can address a wide range of business needs, from industry-specific customisations to intricate technical requirements. Additionally, a well-curated partner portfolio is indicative of a strategic approach, where the integrator aligns with industry leaders and specialised providers, enhancing the depth and breadth of solutions offered. Clients benefit from this collaborative network by gaining access to a comprehensive set of skills, technologies, and resources, ultimately resulting in a more tailored, efficient, and successful ERP implementation. The integrator’s partner portfolio is a testament to their commitment to providing clients with a holistic and cutting-edge solution, leveraging the collective strengths of a collaborative ecosystem.

Mysoft’s Partner Portfolio:

Mysoft implements Sage X3 and supports Sage X3 alone. This means we are subject matter experts. We live and breathe Sage X3! We have a large team of consultants and developers whose sole focus is on Sage X3. This has given Mysoft a competitive edge in implementing and supporting Sage X3.

Mysoft has implemented countless bespoke additions to Sage X3 for its clients and has authored numerous Sage X3 plugins, including the highly regarded X3CloudDocs. We have a dedicated R&D team who work just to design new features to enhance Sage X3 for our clients. Alongside our capability in offering bespoke additions to our clients’ Sage X3 plugins, we are experts in Sage X3 Localisation and Legislations.

However, we do not stop there. To enhance our capabilities further, we have partnered with best-of-breed supplies to offer even more functionality to our clients.

In recognising the nature of ERP implementations, Mysoft has forged strategic partnerships with a network of specialists and best-of-breed suppliers. Understanding that no single partner can deliver the entirety, each collaborator brings unique expertise, collectively allowing us to address every facet of your business needs. This collective efficiency allows us to deliver best-in-class solutions without reinventing the wheel. Our collaborative ecosystem of partners ensures that you not only benefit from a wealth of knowledge but also gain access to diverse skill sets. Our network is finely tuned to deliver excellence at every step of your ERP journey.

4. Support Services:

Support services are a linchpin in the sustained success of any ERP system, providing critical functions that ensure continuous and effective operations. Firstly, they play a pivotal role in issue resolution, offering timely assistance and troubleshooting to minimise disruptions. Businesses are aware and appreciate that in the lifespan of any product, challenges are inevitable, and having a dedicated support service in place ensures that they can swiftly overcome obstacles and maintain seamless operations.

Beyond issue resolution, support services facilitate the evolution and optimisation of ERP systems. They manage software updates and upgrades, ensuring that organisations remain informed about the latest enhancements, features, and security patches. Additionally, these services assist in user training and guidance, helping both new and existing users stay proficient in utilising the ERP system effectively. Moreover, support services contribute to the customisation and configuration of the ERP system, adapting it to changing business requirements. This adaptability ensures that the ERP system aligns seamlessly with evolving workflows and continues to meet the specific needs of the organisation.

Furthermore, support services play a critical role in security, compliance, and performance monitoring. They actively monitor the ERP system’s performance, identifying potential bottlenecks and areas for improvement. This proactive approach contributes to the ongoing optimisation of system performance, enabling it to meet the organisation’s growing demands. Support services also play a crucial role in maintaining the security of the ERP system, implementing necessary measures, conducting audits, and ensuring compliance with industry standards. This comprehensive approach to system management establishes a strong foundation for a secure, compliant, and high-performing ERP environment.

Mysoft’s Support Services:

At mysoft, support sits at the core of our activities. We understand and appreciate that a robust and efficient ERP system requires meticulous care and expert attention. Our Support Services are not just a response to issues; they are a proactive strategy aimed at fortifying your Sage X3 environment, ensuring it thrives in the face of challenges and evolves with your business needs. Mysoft employs over 20 expert Sage X3 consultants who have in-depth knowledge of the platform and can offer best-in-class support to our clients.

5. Supporting Your Growth Plan:

Supporting the growth plan of Sage X3 users is essential for fostering scalability, adaptability, and efficiency within organisations. As businesses expand, the need for a scalable ERP system becomes paramount, capable of accommodating increased data volumes, user numbers, and evolving processes. By providing a supportive framework, organisations can optimise resource utilisation, ensuring that Sage X3 efficiently handles higher transaction volumes and meets the growing demand for real-time analytics. This adaptability is crucial for navigating industry changes, embracing extended functionalities, and seamlessly integrating new modules to align with evolving business requirements. Additionally, ongoing user training and support contribute to higher user adoption rates, enabling organisations to harness the full potential of Sage X3 during critical phases of expansion.

Furthermore, a well-supported growth plan for Sage X3 users involves the continuous monitoring of system performance and health. This proactive approach identifies potential bottlenecks, allowing for optimisations that ensure the ERP system operates optimally even as the organisation scales. Ultimately, by investing in the long-term cost efficiency of the ERP system and providing a foundation for sustained success, supporting growth plans contributes to the organisation’s ability to thrive in a dynamic business environment.

Mysoft’s Commitment To You:

At Mysoft, our commitment goes beyond the initial implementation; we are dedicated to empowering your ongoing growth plans. Recognising that the average lifespan of an ERP system spans 7 to 10 years, we prioritise a long-term partnership approach. Our services encompass regular upgrades, expansions, and continuous assistance tailored to your evolving business needs. Whether you’re scaling up operations, diversifying services, or exploring new markets, Mysoft stands by you, ensuring that your Sage X3 ERP system not only meets the challenges of today but evolves seamlessly to empower your ambitious growth plans in the years to come. With Mysoft as your trusted ally, embark on a journey where operational excellence aligns with your organisational aspirations, fostering sustained success and prosperity.

Your Journey to Service Excellence Starts Here

Embark on a journey towards operational excellence with the confidence that comes from partnering with Mysoft. Together, let’s shape a future where your business thrives on efficiency, collaboration, and unparalleled success.

Mysoft is proud to announce that we have won the Tungsten Automation Growth Master award for our outstanding work on X3CloudDocs. We would like to take this opportunity to thank the entire team at Mysoft and X3CloudDocs, without whom this achievement would not have been possible, and Tungsten Automation for their ongoing support and recognition.

tungsten award

What is X3CloudDocs?

Mysoft launched X3CloudDocs in 2020 to deliver immediate value to Finance departments globally through digital transformation and automation. X3CloudDocs is dedicated to saving time and money, allowing Finance employees to focus on the things that matter most. And most importantly, let robots do robot work!

In the first instance,  X3CloudDocs automated the accounts payable invoice process through a dedicated workflow. The financial record of the invoice is automatically created in Sage X3, with the original document securely stored in the Cloud. Unlike a manual process, X3CloudDocs provides full control, auditability and traceability. This digital transformation for your finance department provides instant cost savings and rapid ROI.

Since then, X3CloudDocs has grown as a solution to include Outbound Document Automation and Workflow Automation, and we are proud to announce that there will be two new modules which will be announced in Q2 2024 and the end of 2024. Today, X3CloudDocs is listed on Sage X3 marketplace as the top plugin.

For more information on X3CloudDocs visit our dedicated solution page using the button below.

As ESG (Environment, Social, & Governance) matters continue to become more central to organisations it makes increasing sense to review a business holistically for ways to facilitate and encourage best practices and conformance to standards.  A possible area of this is within the realm of ERP.  While traditionally ERP has been able to deliver focused improvements in operational efficiency and optimisation, many of the corollary benefits of this activity (which would contribute to ESG goals) may have been overlooked.

Simple business processes, such as electronically signed Purchase Order processing, can contribute to governance and audibility; while waste management processes traditionally focused on cost reduction, can be turned to evaluate the external impacts of production on a local environment (both socially and environmentally).

Businesses are now starting to specifically leverage Enterprise Resource Planning (ERP) systems such as Sage X3, as key line-of-business systems of record, for their potential to contribute to environmental sustainability goals. Below we will explore some of the examples of benefits that a business can derive from an ERP system in terms of environmental sustainability:


Energy Efficiency: 

With an increased focus on decarbonisation of the supply chain, businesses can employ ERP systems to help track and monitor energy consumption, identify areas for improvement, and implement more energy-efficient practices. This can reduce a company’s carbon footprint and minimise energy costs, just one of the many ways using an ERP system can help increase sustainability with your business. Specific examples may include the optimisation of production runs (warm-up time for machines, the energy input for clean downs/line changes, etc.) and the consolidation of business activity across sites to ensure that both economic and energy-optimised activity takes place. This may even extend to the reduction of the number of production sites, to consolidate activity, or the outsourcing of elements of the production process (e.g. blast-freezing in frozen food production) to reap the maximum efficiency outcome.


Waste Reduction: 

As part of production and stock handling ERP systems can facilitate businesses in tracking and managing their waste production and disposal. This is becoming increasingly prominent a topic, with local legislation appearing internationally such as the Plastic Packaging Tax in the UK. By measuring and controlling the amount of waste generated businesses are able to make informed decisions about supplier selection and waste reduction, as the adage suggests: “you can only manage what you measure”.  There are clear business and environmental benefits to undertaking a waste reduction programme, it not only helps to conserve natural resources but also helps to minimise disposal costs.


Supply Chain Management: 

An integrated business system, such as an ERP, can provide businesses with a comprehensive view of their wider supply chain; enabling them to identify and address sustainability issues throughout the entire process. Global sourcing and operations can be optimised for not only lead times but also carbon impact; using a sophisticated business management solution will allow you to “score” your suppliers and rank them for automation purposes (such as in MRP supplier selection). Through a very simple configuration of supplier records, a score can be produced based on ESG metrics – we can call this “green procurement”.


In summary, an ERP system can provide businesses with an overarching view of activity and encourage numerous benefits in terms of environmental sustainability, including energy efficiency, waste reduction, supply chain management and green procurement. By adopting a suitable ERP system and business best-practice organisations can take a step towards a more sustainable future while improving operational efficiency and driving cost reduction.


With the benefits of a standardised delivery model in mind, Mysoft has adopted a two-stream delivery approach to ERP projects: Kickstart & Toolkit. Both of these follow a standardised process at their core, with Toolkit building on this standardised framework to deliver more sophisticated, and bespoke, solutions. 



Kickstart is a framework methodology:  A method of delivering ERP using an existing project template as a framework to provide structure and control to a project, but allowing for a degree of variation, based on business needs. 

This is an “off the shelf” solution, pre-configured with industry best practice settings and ready to get going quickly.  This approach works fantastically for businesses which may not have established formal business processes, are looking for a more efficient and streamlined approach to business, or simply a return to a more refined business management solution. 



ToolKit is a more traditional methodology to implementing ERP, building on tried and tested processes and standards to navigate a more “bespoke” form of implementation.   Taking the starting point of Kickstart and reviewing each key business process, amending the process or reproducing it in Sage X3, and adding layers of automation and auditability. 

This takes the “off the shelf” solution as a starting point and allows you to dive into the details in every area, allowing for more extensive configuration and a solution which more closely matches what your business looks like today. 


What does a typical Toolkit project look like?

Toolkit projects are typically longer-running than a simple, totally standard, Kickstart project; this is due to the more detailed scoping, the likelihood for modifications and non-standard processes (and therefore increased testing) and the generally broader scope of the delivery. 

The core activities are similar to Kickstart; however, there is an increased volume of scoping and workshops early on, in addition to the parallel track of development and integrations likely to be underway.  An increase in data migration and User Acceptance Testing (UAT) is also to be anticipated with a deliverable which is further away from the standard.


Implementation Phases

Initiate: This is the project launch phase characterised by establishing governance & alignment for the project, commencing technical pre-work (installations, etc.) and the formation of a unified project team from both businesses.  A high level project plan and stakeholder map is one of the key deliverables from this phase.  Key user training also typically takes place here. 

Design: As the name would suggest, this is a key block of activity for the project in terms of definition of the target system and allowing all parties to fully understand key business requirements and process flows. If it is needed, bespoke development is likely to surface here as core processes are reviewed and challenged. Change control from this point on requires a clearly stately objective for the system and set of mutually understood project deliverables. 

Build: Herein the core configuration us underway.  Typically this phase is less of a draw on the customer, and therefore often data migration can commence on the customer side while configuration is underway. Workstream leads and subject matter experts (SMEs) will continue to be actively involved in reviewing and validating system set up as it is deployed. Extended training will commence here, alongside customer documentation of workflows and SOPs.  Test plans will be established in preparation for validation. 

Validate: This is the phase in which the team begin to appreciate the fruits of their labours, migrating test data into the system and running end to end testing (including that of any bespoke modifications.  This phase allows for an entrenchment of training and the execution of real-world scenarios in the new environment. 

Deploy: This is the final “core” phase of the project; go-live.  With suitable training, clean data, pre-go-live activities and hypercare after the event, this should be a smooth transition from one system to another. Mysoft dedicate consultant and support resources around all project go-lives in order to ensure the confidence and success of the project team. 

Adopt: The project doesn’t really stop after go-live however;  first month-end, first quarter-end, and first year-end activities all go more smoothly with some assistance and collaboration with the partner; as a result Mysoft offer services around these as part of our standard delivery.   Hereafter we are into the realms of continuous process improvement and the “forever project” of improving business efficiency, with phase two projects and beyond. 


How long can a project take to deliver?

One can adopt, as a rough rule of thumb, a reasonable metric to estimate project timelines, using some of the following guidelines for both Kickstart and Toolkit: 


a) What is concurrent activity vs. what is sequential?

Project management, which typically accounts for between 15% and 25% of a System Integrator’s time spent on an ERP project, is a concurrent activity.  It continues throughout the project and takes place alongside other services. 

Applications Consultancy (scoping, workshops, design, build, etc.) is typically delivered in a sequential fashion; with the component activities forming a ‘natural flow’ within a single subject (e.g. Finance, distribution, manufacturing, etc.) taking place from end to end.  This may run in an interspersed fashion with the other subjects, in order to ensure a holistic vision is appreciated of the operation, however typically each sub-phase will be completed before commencing the next (i.e. build is complete before testing can commence).  Therefore it is prudent to plan this as a sequential volume of days.  Applications consultancy makes up the bulk of any ERP project. 

Development typically takes place parallel to the project, running in its own stream; but will be contingent upon core system build for implementation to be completed. Therefore must be viewed as a “complexity factor”.  There is no metric for this, as is is based on a case-by-case requirement. 

Training typically takes place in waves throughout a project, and while other activities can theoretically take place at the same time it is traditional that training takes place at phases of the project which are lighter on other service provider activity (early days and pre-UAT) – therefore this is best planned sequentially. Training volumes range from project to project, but let’s estimate ~10% of a project is training.


b) How many service days can your business absorb in a month?

Most businesses are trying to actually continue to run a business around an ERP project, not just engage in a systems deployment; and in many cases, the project team is not purely dedicated to the deployment of the project, but rather taking the project on alongside their core role.  As such, most businesses cannot absorb 20+ days of consultancy and training in any given month.  One may expect a load of around 10-12 days per month may be reasonable for a business to accommodate. 


c) What state is your data in? Who will migrate it? How much are you migrating?

Working on the basis that some data will need to be migrated over there will inevitably be a data cleansing exercise, which is always best performed by the business rather than the partner.  

If you have adequate resource to clean and format the data for migration in parallel to the build phase of the project then there is no reason for this to extend or delay the project.  However, high-quality data is required not only for go-live but also for UAT, therefore it is imperative that this is undertaken from as early a stage as possible in the project.  If large volumes are being migrated, inevitably longer activity times will be associated with this and therefore this has the risk of elongating the project. 

Therefore if a project is, say 220 days of core services + 80 days of development (+PM).  We can apply the following logic:

Concurrent: 40 days project management

Parallel: 80 days development, 15 days development PM. 

Sequential:  180 days Consultancy and Training, Business performs UAT, Business performs data migration.

If the above estimates are correct, and using 12 days of PS absorption per month, then we would project a 15 month run of professional services. 

Once we take into account User Acceptance Testing (UAT) and any contingency then an 18 month project for this volume of days would be a reasonable, and logical, supposition. However, working collaboratively and to a timeline, with adequate resourcing on both sides and a realistic change control process can accelerate this by up to 50% in some circumstances.

In conclusion, customers will naturally select the appropriate implementation method for them (with the guidance of their delivery partner); understanding whether the software meets their requirements “as standard” or requires modification is the starting point for this.  Mysoft help our customers to identify whether modifications are required, or whether adopting best practice is sufficient, through a detailed and thorough discovery process;  in this process a business analyst will review the business systems and process “as is”, and also the desired state, in order to determine the right approach – guided by timelines, budgets and internal resources.


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Download the Mysoft guide on Delivering Standard ERP to learn more about the benefits of adopting a standardised project delivery method.

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Delivering Standard ERP


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ERP stands for Enterprise Resource Planning, and an ERP project refers to the implementation of an ERP system in an organization; a project that starts in procurement and, in a growing and thriving business, one that will likely continue to evolve over a long period of time. An ERP project is a combination of complexly interleaved elements:

  1. Software
  2. Implementation services
  3. Development/Modification
  4. Infrastructure/Hosting
  5. Support
  6. Integrations

We will address each of these in turn, but as with everything – the devil is in the detail.



ERP software tends to spring to mind when ERP is mentioned. Whether you are considering Tier 1 software or Tiers 2 & 3, the first thing to consider is the functionality (and the brand). Questions you may ask yourself include:

These things are all relevant but are only part of the story.  Many of the mid market solutions are functionally very capable, and very similar, so selecting between them tends to come down to factors beyond the mere scope of features.


Implementation services

Enterprise software is rarely an off-the-shelf affair, it will always require configuration of the settings and parameters to provide value to the end customer. Likewise, enterprise software is not commonly delivered by the OEM/vendor.

In most cases it is delivered through a value-added reseller, or ‘partner’. This is actually the optimal method of delivery as the vendor can specialise on software development and the partner can specialise in project roll out and business analysis.

Implementation services range from consultancy to installation or project management to training – each are specialised forms of professional services and should be balanced in a well-run project. This ensures a smooth and professional delivery, expert knowledge and skills, and the partner is able to absorb much of the heavy lifting for the customer.



Each business is unique. Whether you’re a casino or hospital, manufacturer or insurer your organisation will have to keep financial records and manage operational processes. However, despite core accountancy standards, each business will have its own management spin on the numbers and the way that these are analysed and treated.  Similarly, with operational processes these will vary on a case by case basis. This is why few ERP projects are able to be delivered out-the-box and usually require a small degree of modification to really excel.



In the 1990s and early 2000s the decision of where to host your ERP would not have been an issue – it wouldn’t have even been a conversation. Large servers and miles of cabling ensured that an office, warehouse and factory were suitably provisioned with access to the ERP system. Rolling the clock forward, we now have Wi-Fi and high-speed internet, cloud servers and remote workers; the days of office-based ERP access are gone – so why would the ERP live on-premises if much of its use is not?  Private hosting and cloud provision both offer competitive alternatives to traditional on-premises hosting and provide extensive business benefits such as guaranteed up time & RTOs, outsourced IT staff costs, upgrade management and disaster recovery redundancy options.



ERP is a business-critical system, therefore the support for this must be treated with comparable priority. Furthermore, the nature of ERP is that it is complex and addresses the processes of the entire operation from finance to customer experience to manufacturing. It therefore requires a distinct set of skills both internally and externally to ensure the smooth operation and consistent delivery of support to the business.

Support is not the place to skimp on a contract and should be a primary driver in the selection of a business partner for an ERP project. This is due to the fact the relationship with your partner will continue for years after implementation. On average, an ERP system lasts in situ between 7 and 12 years.



Much like John Donne’s poetic proclamation that “no man is an island”, we can take this as true for ERP. No ERP system is an island – it is part of a wider web of line-of-business and secondary systems.  To drive process efficiency, automation and data integrity there are a set of decisions that need to be made, including which systems to integrate and how these integrations will take place.  This is a driving force for the potential scope (and cost) creep of a project.



An ERP project is a complex project which requires planning, and commitment. It is a project with multiple parties involved and multiple internal and external stakeholders. It is a project which will impact on the full breadth of business operations. As such, a strong project team will be of the utmost importance; with project executives on both sides (customer and supplier), project managers in both organisations and a unified delivery team of consultants, developers and key users.

Arrange a 30 minute discovery workshop with one of our specialists today.

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Bria and Lydia are our latest degree apprenticeship recruits, studying with the University of Portsmouth to earn a Level 6 Project Management Qualification. They are working within the Project Management team, assisting the day-to-day running of the department and working with our customers.


To find out what it’s really like to be an apprentice at Mysoft, we asked Bria and Lydia for their own thoughts:

Why did you choose to do an apprenticeship?

B: I wanted to be able to learn and start my career at the same time to boost my career progression. I am also a practical and visual learner, and I wanted to be able to apply my knowledge directly from the degree to real work situations.

L: I was looking specifically for a job that involved a certain level of training and development as I value the opportunity for further learning to increase my skills and confidence. Being able to apply the learning in-situ really aids my understanding of the theory.


How has the experience been so far as an apprentice at Mysoft?

B: Really good. I’ve had a great support system from the start which has enabled me to understand the ins and outs of project management. I’ve been able to gain an understanding of Mysoft activities, to the point where I can suggest improvements to processes. I’ve been given the responsibility of my own projects, and had support all the way through.

L: From day one, Mysoft have been very welcoming and supportive. I have been made to feel that my contribution is valued and appreciated.


What has been the best part of the apprenticeship so far?

B: Starting my first project.

L: Joining a new team and learning from their experience.


What has been the most challenging part of the apprenticeship so far?

B: Completing my first university written assignment.

L: Completing university group assignments virtually due to lockdown.


Do you have any advice for people who are considering an apprenticeship?

B: Look into how you learn best and what is right for you. The apprenticeship has been a great start to accelerating my career and gives you the opportunity to learn from industry professionals whilst gaining a qualification. The apprenticeship route is not the easiest route, as it’s a dedication of time and commitment, but the benefits of putting hard work in are absolutely worth it.

L: The apprenticeship will often include assignments and coursework so be prepared to dedicate extra time to ensure that these are produced to the very best of your ability. These will aid your development towards your final goal.


Find out more about apprenticeships with Mysoft here.

ERP selection has historically been a protracted process.

Extensive face-to-face meetings, workshops, demonstrations, reviews, business-case-adjustment sessions, and site/reference visits usually all taking place over a period of 3-5 months.

Clearly, under the current circumstances this process is impracticable given physical-distancing measures, restrictions on travel, the absence of fully operational office spaces.  As such, both suppliers and customers of ERP are having to get creative!

For the immediate future and likely the rest of 2020, for reasons which are self-evident, face-to-face engagements for first meetings, reviews and discovery are off the table. Thankfully, applications such as Zoom or Teams allow for the video conferencing and screen sharing which is required to simulate a face to face meeting.

Dashboards 700

The key to ensuring that the value is fully translated is to ensure that the following elements are implemented:

These are general, common sense tactics to optimise remote working but really come to the fore when applied to ERP which is a notoriously detail-oriented topic that tends to rely heavily on extended (2-4hr+) sessions to cover the material required.

Next time we will look at the optimisation of project delivery remotely, using more agile delivery methodologies, when you need it most.

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Project Management is a service that is not always understood.

However, it is critical to the success of all workstreams that are delivered by a professional services organisation.

If you are about to embark on an ERP journey, you will most likely have a project manager, or a team member nominated as the project supervisor, within your organisation to manage your own team. However, obtaining a project manager from your ERP supplier should not be overlooked. Mysoft deliver two types of Project Management during an ERP project: ‘In-Project’ and ‘Out-of-Project’.

‘Out-of-Project’ Project Management

Firstly, what is this and why would you need it?

This covers the work that occurs outside the framework of a formal project. This can be a request for bespoke software delivery, an integration with a third-party piece of software, or the delivery of a series of consultancy activities. All of these tasks require a degree of Project Management.

Project Management for these activities is important because it ensures that all services delivered to your business are correct and bring value to your business, as well as guaranteeing that the resources from your supplier are in place.

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‘In-Project’ Project Management

This particular type of project management is key to the success of your ERP project. ‘In-Project’ Project Management ensures that:

A Project Manager will be there throughout your ERP project to navigate the ups and downs and quickly resolve any clashes or catastrophes that may occur. They will allow your business to fully benefit from the resources that both parties are providing.

There are 7 key phases that Project Management are involved in during a project:

  1. Project initiation phase
  2. Project launch phase
  3. Initial build phase
  4. Workshops phase
  5. Post-workshop phase
  6. Pilot phase
  7. Go-live

Each area has its own set of sub-activities and a Project Manager provides the resource to be able to carry out these vital tasks, bringing team members from both the customer’s business and their own business, together to work efficiently.

A Project Manager provides a key point of contact for your business and helps to ensure continuity and clear communications for all of the parties involved.

The crucial activities that apply to all of the phases listed above are:

It goes without saying that the snapshot of benefits listed in this blog, far outweigh the cost of Project Management.

Please contact us to discover the complete list of Mysoft Project Management capabilities.