1. Planning a project with reasonable assumptions, expectations, resources, budgets and both team roles and responsibilities will dramatically enhance success of implementation. It is important to recognize that as the company implementing new enterprise technology, you and your team are ultimately responsible for the success or failure of the project.
2. ERP success is based on people and processes – not technology. Failures are mostly dependent upon the new people & new processes. Carefully designed effective business process re-engineering will lead to success of ERP. Whether you are implementing SAP, Oracle, Microsoft Dynamics or any variety of Tier II ERP systems, your chances of success are always based on people and processes. Take care of it.
3. Organizational Change Management is a key issue in every ERP implementation. Address the people side of the equation is one of the key root causes of failure, which often leads to a domino effect of other issues throughout the implementation. Carefully explore what may have gone wrong in OCM initial stage. Adjust it.
4. In generally, both the party (implementing organization and the system integrator) are typically at fault. When project fails, company tries to pin all blame on vendor or system integrator and then the system integrator attempts to deflect blame back to the implementing company etc. and vice-versa. To make an ERP implementation successful, it is possible that a project can share and respect the acts of one party or another.
5. While managing project, look at all the little goals – which makes up to a big goals – that slowly enhance the confidence of the customer. Simply divide big goals into smaller goals and go ahead. Even in the long run if there is a failure, you have lots of smaller success, which builds a good faith among stakeholders. It will never go wrong in long run.
