ERP System Implementation Project Planning

Successful ERP implementations are, by seemingly trite definition, simply those that don't fail; but this isn't trite, because failure is so very common. Failure follows directly from allowing a few well-known risks to go unmanaged. They go unmanaged because control of results slips from buyer to seller. The buyers (the user company) are the only people in the world capable of seeing the new system as a tool for running their particular business. The sellers can’t and don’t think in terms of their client’s business; they are hired because they think in the technical terms of their product. Control usually passes from buyer to seller at the very outset, without anyone even noticing, simply because no one sees a practical alternative. Buyers don't see how they can get and keep control of results while still getting what they need from providers, and sellers don't see how they can give up this control while protecting their contractual interests. The loss of control can be avoided if some basic principles of project management are rigorously applied from the inception of the acquisition and implementation process, and well before what the seller calls the implementation project begins.


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