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Questions?
We have gathered the most frequently asked questions about ERP implementation and Odoo here.
The answers are based on the implementation framework developed at the University of Tartu, Odoo's official implementation methodology, and our practical experience.
If any questions remain unanswered:
The most important success factors are clear goals, reengineering business processes, leadership from management, change management, and user training.
The 72 success factors mapped from the scientific literature cluster into 11 groups: the most frequently mentioned individual factor is change management. Technical factors are important, but they are not sufficient on their own.
No. ERP implementation is not a software project, but an organizational change that goes hand in hand with improving and digitizing business processes. Therefore, a purely technical partner is not enough – a partner is needed who understands business processes and change management as well as software.
Active leadership from management is one of the most impactful success factors: without it, the project loses direction and team motivation. If management supports the project even during difficult times, it is more likely to achieve results; if support is lacking, it negatively affects the entire organization.
According to various studies, 55–75% of ERP projects do not achieve their original goals. The main reasons are not technical, but organizational factors: unclear objectives, disorganized business processes, and low involvement of people. An analysis of the scientific literature shows that eight out of ten of the most important success factors are organizational, not technical.
The key user is the person who combines knowledge of the company's business processes with Odoo skills and is the first support in the organization. Without a key user, even a well-implemented ERP will be underutilized. Most small teams do not have such a role in-house – that’s why we offer a key user service, where we fulfill this role for our clients.
The cost depends on the scope of the project: the number of modules, the complexity of processes, and the necessary customizations. We offer implementation at a fixed price, so the cost is known before it starts – this differs from the hourly-based model common in the market, where the final price is unpredictable. The largest hidden cost is usually custom developments: new needs that arise during implementation can increase the implementation budget and also lead to certain maintenance needs for software upkeep.
At the beginning of the project, it is necessary to clearly define the goals and the scope of the project, which should be adhered to during the project's execution. Equally important is the availability of internal time and human resources within the organization and the prioritization of the ERP project during its execution. It is advisable to avoid convenience developments and customizations, the actual need and created value of which are often not adequately assessed during the implementation phase, as users still lack sufficient experience with the software and workflows.
Successful implementation usually requires a dedicated key user (with decision-making authority), support from management, and key users from the field. It is beneficial to keep the decision-making circle small so that decisions can be made quickly – too many participants slow down the project. A broader group of users should be involved already in the testing and implementation phase, when it is important to get user feedback and to "bring them on board" early.
Go-live is the moment when the company truly adopts the system. For a smooth transition, key users must have thoroughly tested the system and the team trained. It is not advisable to postpone the go-live in anticipation of perfection – it is better to launch on time and resolve issues quickly as they arise.
Odoo is modular ERP software that integrates sales, purchasing, inventory, manufacturing, accounting, and other business processes into one system. Due to its modularity and low entry cost, it is well-suited for growing small and medium-sized enterprises. Modules, functionalities, and users can be added gradually, as needed.
Odoo is more user-friendly and modular than traditional ERPs, allowing one person to understand both the business and the system at the same time. This makes implementation faster and cheaper and reduces dependence on a large team of consultants.
Yes. Odoo has an Estonian user interface and Estonian accounting localization: local chart of accounts, VAT settings, and reporting. This allows Odoo to be used according to Estonian requirements without separate accounting software.
Additionally, the Odoo user interface adapts to the language preferences of both the user and the client - each user selects the language in which they are most comfortable using Odoo, while documents sent to clients (e.g., sales quotes, invoices) are always in each client's language.
The implementation of Odoo for small and medium-sized enterprises typically lasts 2–6 months. The schedule is divided into phases: analysis and preparation, configuration and developments (the largest part of the time), go-live, and support. The duration is most affected by the complexity of processes and the number of customizations, rather than the size of the company.
Yes. Odoo can be integrated with banks, e-commerce, warehouse equipment, and many other systems so that data flows automatically without manual transfer. If a suitable standard interface is not available, we will develop the necessary integration – always based on whether it provides real value to the business process.
Yes. Odoo is designed to be modular, so you can start with individual modules and expand later. Most companies with fewer than 20-30 users can use Odoo largely in its standard form, without extensive developments.
The end of the project is not the finish line, but a place where real value begins. Once the system is launched, we focus on user support, resolving ongoing issues, and gradually enhancing the system. Experience shows that needs change during use – some originally planned developments turn out to be unnecessary, and new opportunities arise that we will develop together.
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