Tips for ERP project success

Having selected your new ERP system and implementation partner what are the key actions a buyer can take to de-risk their investment from solution disappointment and unexpected & significant financial overruns.

The actions & considerations below are predicated on a buyer having engaged the supplier on a sensible commercial basis. It is worth pointing out that:

• • Fixed Fee projects rarely end well
  • Scope and solution changes, during the project, are inevitable in some shape, way, or form
  • Supplier experience mitigates but does not eliminate quoting imprecision. ERP projects do not lend themselves to pricing precision even after detailed planning and solution design work. Good project practices do diminish the risks of overruns and solution degradation from the anticipated solution
  • Don’t accept responsibilities for project tasks when your internal competencies or resource availability do not exist or will be inadequate

Tips for buyers of ERP project services

No 1.

Appoint an experienced manager as your ERP project manager, being someone who has the authority to act; has a deep understanding of how the business operates; and who understands the relationship between project costs, project delays and an ever-changing scope or solution.

No 2.

Do not underestimate the need for change management. Projects can be quickly derailed by disruptive or uncooperative staff.

No 3.

Resolve unresolvable issues between your project manager and the suppliers project manager through a Steering Committee.

No 4.

Limit mid-project changes to scope, solution or project timeline to critical matters that demand inclusion in the immediate project delivery phase (Available at Go Live). Other changes to scope should be set aside for subsequent projects.

No 5.

Just because something can be done doesn’t mean it should be. Question proposed solutions that do not appear practical.

No 6.

Complete tasks assigned to you (The buyer) in the agreed time frame due to the interrelationship of project tasks. A change to one task can have a cascading impact on other tasks resulting in additional costs right through to jeopardizing the planned go live date.

No 7.

Be prepared to be flexible and reasonable on various project matters that may arise during the life of the project.  On occasions changes to agreed set ups, solutions and configurations may be necessary and they could not reasonably be anticipated by either the supplier or the buyer.