ERP System Acquisition & Implementation Viewed as a Single Project

It is a truism that in any complex activity, the critical, defining decisions should be made as early in the process as possible. In ERP implementation projects this principle is routinely undermined by the nearly universal practice of separating acquisition and implementation activities into separate projects, performed by separate teams operating under separate control. This causes any number of critical decisions that ought to occur in the earliest phases of acquisition planning to be deferred to the implementation phase, where they are then made by the wrong people for the wrong reasons, well out of the sight of those who have the most at stake in them. These stakeholders have, in fact, needlessly surrendered control of the project to outsiders in the usually unquestioned but always mistaken belief that technical proficiency and product knowledge trump their own needs and abilities in all matters relating to system implementation. What must be turned over to outsiders is the technical process of system configuration – the actual work of making the product do what the user company needs from it.


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