Is being an ERP consultant/developer really more demanding than software development and other IT careers? Why is it so well paid?
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Yes, it's definitely more demanding than other IT careers. As an ERP consultant/developer, you need not only technical skills, but also business knowledge and customer service skills. This makes the job very demanding, but also highly sought-after and well-paid. Companies are willing to pay a lot of money to have experts who can improve and optimize business processes.
The role of the ERP consultant in the IT project
In projects, consultants are usually brought in on a case-by-case basis to advise on specific topics and areas within the ERP system and to demonstrate their specific knowledge of the software. ERP consultants are tasked with presenting information about the technology, systems, and software used in such a way that clients can identify with the topics and feel understood. ERP consultants provide clients with an overview of the software.
As the project progresses, ERP consultants will be responsible for training and instruction (online and on-site) of end users and will continue to be the contact person for the customer in case of support issues (by phone and email) and will provide customer service and assistance when a problem arises.
The role of the ERP consultant in the company
Other tasks of ERP consultants include supporting the team with issues such as selecting new technologies and products. Within the company, ERP consultants also serve as the interface between the customer and development. ERP consultants gather customer requirements and create a requirements analysis. This analysis is then implemented in the ERP solution by the consultants themselves or by software developers.
Source: https://bsh-ag.de/karriere/erp-beratung/
Nützlich als ERP-Berater ist erst, wer wirklich jahrelange Erfahrung mit Aufbau und Umbau von ERP-Systemen (mindestens SAP) gesammelt hat.
Personen ohne solche Erfahrung sind nichts weiter als Leiharbeiter von eher nur geringem Wert — auch dann, wenn sie sich “ERP- oder SAP-Berater” nennen (bzw. von ihrem Arbeitgeber als solche vermarktet werden).
ERP-Applikationen dürften die kompliziertesten Enterprise-Anwendungen sein, denen man heute weltweit begegnet. Insbesondere wer in der Rolle eines Projektleiters mit notwendiger Fortentwicklung einer ERP-Anwendung zu tun hat, kann gar nicht vorsichtig genug vorgehen.
Ein kurze, aber sehr gute Einführung in die Problematik solcher Projekte findet sich ausgehend von Seite https://www.cio.com/article/230492/10-early-warning-signs-of-erp-disaster.html .
Man folge beim Lesen und lernen möglichst vielen Links von dort.
An ERP developer is "just" a software developer; the project is an ERP and not anything else. ERPs are complex and—if corners are cut in the wrong places—often quite chaotic, which can be stressful, but it doesn't have to be. It's certainly true that understanding operational processes is helpful for an ERP, but it doesn't have to be, as long as the requirements are well-defined, which is unfortunately rarely the case. In fact, for many projects, you need to be able to understand internal operational processes; it doesn't always have to be an ERP; a software developer generally needs to be able to familiarize themselves with and understand new processes.
Consulting in general, however, is something different. Here, you have to work directly with companies, engage with them, understand their processes, and optimize them if necessary, etc. Anyone who isn't good at this will, of course, find it terribly stressful. Consultants are well paid, of course; after all, they advise on future decisions, and a lot can depend on this for the company, especially when it comes to ERP.
However, I doubt that you can "really" be both. A consultant should, of course, have experience in the field, and the best way to gain that is by working directly with it, and the deepest insights can only be gained as a software developer. So, the best consultant in the field has a background as a software developer, but as a consultant, they will be able to develop very little software—it depends on the client and what they want.
Ja, so sehe ich das auch.
Was ich allerdings gar nicht verstehe: Warum nur sind ERP-Systeme derart schwer zu verstehen (vor allem mit dem Ziel, sie auf SAP neu zu implementieren)?
Doesn't really surprise me.
I've "had the chance" to work with SAP systems, albeit only from an interface perspective, but it's still noticeable that SAP is mercilessly overengineered. And that, in turn, quickly leads to problems like this, especially when too many interests want to get involved.
Well… I would rather say: The world's *best-known* provider of ERP software.
Distribution has nothing to do with competence, and in my time in the profession I have never met anyone who spoke positively about SAP.
I suspect it's more the difference between what the decision-makers at the top of the ladder see and what the experts at the bottom of the ladder say.
When an SAP consultant with extensive presentation experience stands there, waving around SAP's many references and promising that SAP will perfectly solve all problems, both now and in the future, that leaves a certain impression.
But if you give the same presentation to an experienced development team, the first question will be: And what reality do you live in?
But unfortunately, the really good people are rarely the ones who ultimately make decisions about such things.
On the payroll disaster in California:
In February 2013 it was reported (quote from page https://www.computerworld.com/article/1527944/california-ends-contract-with-sap-over-troubled-it-project.html translated here into German):
In other words, SAP has already failed by implementing a tiny subsystem that was designed to do nothing more than generate monthly payroll for 1,300 employees .
This left me speechless, given the fact that SAP was already considered the world's most competent provider of ERP software at that time and was also allowed to use its own platform as a basis.
I wasn't there, but I'll give you a guess based on my experience:
All involved want the ultimate solution.
When you launch a project with such a large scope (an entire country), there are a huge number of vested interests behind it, pulling at the project. Some people want to implement the processes properly, others fear for their jobs and actively hinder progress, others want to bring in some personal interests, etc. And then there are also many who have optimized processes in the past and now expect the software to provide perfect process optimization, just as they did before. However, one person can't optimize all tasks; the software can, and more importantly, more cheaply, which compensates for less-than-perfect optimization.
If you start a project like this and try to implement everything at once, the project is guaranteed to die. Instead, you have to consider the most important core functions, work with them, and then gradually add more functions. While this may cost more time and money at first glance because you make the wrong decisions early on, it makes the project more likely to be a success and can recoup the costs later on.
I suspect that many decision-makers still have to learn this lesson, and a service provider like SAP, which promises the ultimate solution (and then can't deliver it), is certainly not helpful – and SAP is incredibly complex, much more complex than most people need, because it simply tries to do everything.
And when a project like this runs for 20 years, there's the old status quo that you don't want to give up (it cost a lot of money), but you've been holding on to a dead horse for 15 years and wasting more money than if you just started over.
Komische Frage. Wie will man das vergleichen. Das ist eine persönliche Einschätzung. Für den einen ist es anstrengender für den anderen eben nicht.
ICh finde Friseurin oder Kindergartenerzieher erheblich anstrengender.
Bist du SAP Berater
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