Your ERP go-live and your close need different owners.

Make the competing work visible

A finance team can be asked to close the books, validate data, test workflows, and learn a new system in the same period. Before adding another project meeting, list the operational deadlines and implementation milestones on one calendar. Identify where the same person is expected to own several critical deliverables.

Separate the roles

A finance subject-matter expert can translate business requirements. A data specialist can support migration and validation. A project manager can coordinate dependencies. Operational backfill can keep recurring work moving. These are different contributions; one broad job description can hide the actual capacity gap.

Give every handoff an acceptance criterion

Testing should identify what was tested and what passed. Data work should identify what was reconciled and who approved it. Reporting should identify the users and required outputs. A clear acceptance criterion helps the business know whether work is complete rather than simply in progress.

Budget attention for stabilization

After go-live, name the owners for reporting exceptions, reconciliation gaps, support requests, and process documentation. Establish what needs to be true before temporary project support concludes. The next reporting cycle is part of the implementation experience, not an unrelated event.

Turn the questions into a scope.

If this is on your desk, we can discuss the business need, the experience required, and the appropriate engagement model through Robert Half.