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Posted on December 6, 2011 by adminagi

True confessions of a former ERP pusher

“What is the overall success rate of ERP implementation projects?”

“What are the symptoms of ERP project failure?”

“What are usually deemed to be the causes of ERP project failure?”

“What are the critical decisions I need to make for successful ERP acquisition and implementation projects? And when do I need to make them?”

“Why should ERP acquisition efforts be managed in a project?”

“Why should ERP implementation efforts be managed in a project?”

“Why does it make sense to view ERP acquisition and implementation as a single project?”

“Who used to be responsible for ERP implementation success? Who’s responsible now?”

“How does the lack of a strategic objectives imperil (add risk to) an ERP acquisition/implementation project?”

“In an ERP acquisition/implementation project, why does the failure to consult the company’s strategic objectives have the same effect as a conscious effort at sabotage?”

“How are ERP acquisition and implementation projects fundamentally different in large and small companies? Why does it matter so much?”

“What are the potential consequences to a project of leaving even a single known risk unmanaged? Why are some risks not managed?”

“Why is your company already largely capable of managing an ERP acquisition/implementation project, even though you may lack technical product knowledge or project management experience? How do you go about buying only the knowledge you lack, while not paying for what you already know and can do for yourself?”

“When and how do companies lose control of their own projects? How can they keep control?”

“What’s so bad about wish lists?”

“What’s so bad about RFPs?”

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