Implementation Procedure

1. Purpose

To establish a consistent, scalable, and high-quality implementation process for ERPNext/Frappe projects delivered by Frappe partners. This also ensures smooth handover, predictable timelines, transparent communication, and a great customer experience.

2. Tools required

• ERPNext Projects module
• Frappe Insights

3. Roles & responsibilities

Account Manager (AM) / Project Manager (PM)

• Owns the project from post-sales handover to go-live.
• Ensures implementation is executed as per customer goals.
• Schedules weekly stand-up calls and monthly/bi-weekly steering committee reviews.
• Tracks tasks, timelines, timesheets, delays, and escalations.
• Maintains all project documentation (sprint sheet, tasks, timesheets, feedback).
• Communicates delays or scope changes to all stakeholders.
• Facilitates UAT, manages go-live plan, and coordinates final handover to Support.

Project consultant

• Drives day-to-day implementation.
• Handles requirement gathering, process mapping, data migration, UAT support, and training.
• Works closely with customer’s project champion for reviews and sign-offs.

Project developer

• Works on customisations and integrations as per signed-off scope only.
• Hands over completed features to Consultant for internal testing and customer testing.

4. Implementation process

4.1 Project kick-Off

• Project Manager conducts a formal kick-off call with customer stakeholders.
• Roles, responsibilities, communication cadence, and escalation paths are clearly defined.
• Customer appoints a Project Champion (PC) as their single point of contact.
• Sprint sheet, task list, and project folder are shared within 1 week of kick-off.

4.2 Project setup & documentation

Project Manager (PM):

• Creates a Frappe Cloud staging instance and sets up required user accounts.
• Initializes the project with defined tasks, timelines, milestones, and sprint structure.
• Sets up a dedicated, well-organized folder for all project artifacts (documents, configurations, meeting notes, etc.).
• Ensures customer visibility into project progress through:
  • Sprint sheets
  • Project dashboards
  • Weekly status update notifications

4.3 Task & project tracking

• Tasks are broken into smaller deliverables with owners and deadlines.
• Custom development tasks tracked separately through Delivery Requests (DRs).
• Timesheets/progress are logged weekly; consumption shared with customer for transparency.
• Delays are monitored, root causes logged, and mitigation planned.

4.4 Weekly cadence & steering committee reviews

Weekly project updates
(Use Vedarth template @pushkar)

PM shares a weekly update email covering:

• Completed tasks
• Pending tasks
• Risks and blockers
• Customer actions required

Weekly/Bi-weekly steering committee meetings

• For medium/large projects, a steering committee includes senior stakeholders from customer and Partner.
• Agenda includes:
  • Progress against timeline
  • Risks and escalations
  • Scope alignment
  • High-impact decisions and approvals

4.5 User acceptance testing (UAT)

• PM & PC agree on UAT scenarios.
• Customer validates staging environment and confirms sign-off before go-live.
• Any change requests go through approval and updated timelines.
  (Add proof to the Project)

4.6 Go-live preparation & execution

• A detailed go-live plan is shared with timelines, responsibilities, and rollback plan.
• Customer switches from legacy system to ERPNext in a controlled manner.
• Once stable, customer provides go-live sign-off.

4.7 Post go-live (Hypercare)

• PM prepares a hypercare plan for the first month to handle increased support needs.
  (Post go-live update is CR. Weekly updates should have open and completed CR.)
• Customer feedback is actively captured throughout this phase.
• After hypercare, the project is formally handed over to Support.

5. Change requests

• All Change Requests (CRs) must be logged in the system.
• Customer sign-off is mandatory for any CR.
• Updated invoice schedule must be shared for approved CRs.
• Project timelines must be revised and communicated accordingly.
• All the above mentioned points must be auditable.

6. Handover to support team

• Internal handover call is scheduled between Implementation and Support team.
• A full overview of the project is shared with the Support team.
• Handover call is logged into the system with required details like date, notes, etc.
• Customer is informed via email/phone that the project is now under Support.
• Customers are guided to raise issues through the Support app.
• For critical projects, regular support review calls may be conducted.