Methodology plays a crucial role in implementing systems like Plex and other ERPs. Too often, we see common issues — strict timelines that delay key decisions, limited user involvement during critical phases, and inflexible plans that can’t adapt when business needs shift — all stemming from a traditional “waterfall” approach to implementation. Waterfall, a rigid, phase-by-phase process that relies heavily on upfront planning, has long been a standard for Plex implementation. It lays out fixed timelines, predefined stages, and detailed requirements for the sake of structure and predictability. But in practice, it often creates bottlenecks, delays critical decisions, and locks teams into solutions that no longer reflect the needs of the business.
For manufacturers, what’s meant to bring order can create friction, especially when you’re left managing the fallout. These challenges don’t always surface early, but they tend to hit when the stakes are high, and the timeline is tight. Here are some ways that friction tends to emerge:
- Limited flexibility. If something breaks late in the process, resolving it is often time-consuming and costly.
- Missed expectations. Without early validation, gaps between system capabilities and operational needs often go unnoticed until go-live.
- Inefficient workflows. Partial deployments can lead to fragmented processes that persist long after implementation.
- Team fatigue. Long, linear phases with limited visibility can diminish engagement and slow adoption when it matters.
These issues are more common than most teams anticipate, especially under pressure. The truth is, traditional waterfall approaches often compound the complexity of Plex implementations, leaving manufacturers unprepared to meet the demands of the industry. It’s crucial to follow a dynamic implementation approach that enables real-time testing and prepares your ERP to deliver value from day one.
So, what’s the alternative? A more flexible, iterative approach — in a word, agility.
Agile vs. waterfall: From sequential activities to ongoing improvement
Agile implementation represents a change in basic assumptions. In contrast to waterfall, which is highly structured (and thus, limiting), agile is iterative and nimble, allowing teams to adjust in real-time and address challenges early in the process.
Think of the waterfall method as a light switch. The system remains off for the entire process, until you “flip the switch” on go-live day and hope everything works. Agile, on the other hand, acts as a dimmer switch, gradually brightening the solution over time. With waterfall, when implementation is too linear, teams lose visibility, flexibility, and the ability to course-correct before go-live. It’s possible that some of these risks might be addressed upfront, but what about the issues that you didn’t anticipate? You’re now forced to back-track implementation efforts to account for unexpected disruptions. With the agile methodology we follow, risk management is a continuous process that allows you to address potentially catastrophic problems while they’re still manageable.
Other activities involved during implementation stand to gain from the agile methodology’s “dimmer switch” approach as well. Take data migration, for example. In a waterfall approach, manufacturers might map production data early — only to discover during final testing that legacy work centers don’t match the new system structure. At that stage, rework delays go-live or force a workaround. An agile approach surfaces those conflicts sooner through iterative testing, so they can be addressed before impacting production.
Or consider production scheduling. Under a waterfall approach, scheduling logic is often configured late in the process, after initial requirements are locked. If the rules don’t reflect actual floor operations, like shift changes, downtime windows, or resource constraints, teams find out too late. Agile allows for rules to be tested and refined early on, reducing rework and improving alignment between the system and real-word capacity.
These aren’t edge cases, they reflect what happens when methodology doesn’t match how your operations run. The longer it goes unattended, the harder — and more expensive – it becomes to course-correct.
Why agile works better for manufacturers — especially with Plex
For Plex users, this shift in methodology can make all the difference. The agile methodology we follow —and built into our proprietary Plex framework — offers a more flexible, test-and-adjust model tailored for complex manufacturing settings. It’s the same iterative framework trusted in software development, adapted to help manufacturers move faster with fewer surprises. When you approach your ERP this way, everything changes. Instead of hoping everything runs smoothly on go-live day, you:
- Identify and solve issues early on, not after launch.
- Increase user buy-in through early development.
- Strengthen alignment with a holistic, cross-functional approach.
Reduce surprises by validating each step before moving on. Create space for real-time feedback and continuous improvements. Fewer surprises, more control, and a system that fits your organization. Think of it this way, would you rather discover a broken production route two months in, after it’s already caused disruptions? Or two weeks before launch while there’s still time to correct it?
Get agile with your ERP implementation
Implementing Plex and other ERPs isn’t just about adapting systems — it’s a pivotal step in your digital transformation, which is why manufacturing leaders must get it right. You don’t need to be an agile expert to benefit. You just need a framework that adapts to where you are and where you’re going. The agile methodology embedded in our Plex approach is designed to do just that — providing the structure to move forward and the flexibility to adjust as you go. It’s meant to support the full life cycle of your ERP — from rollout to continuous improvement. And this, in turn, allows you to refine business processes, adopt new technologies, and enhance efficiency long after the system is live.
Our advice? If your ERP strategy still relies on locking everything down upfront, it might be time to rethink the process. With an agile approach, you’re not just managing change, you’re positioned to lead through it. Keep the long-term strategy of your organization in view through implementation and beyond.
