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After almost 45 years of ERP project implementations, you are probably thinking, not another blog about THAT topic again! Come on John, there are hundreds, even thousands of blogs, books, videos, lessons learned presentations and personal horror stories from people on why ERP projects succeed or unfortunately fail horribly. Yes, fail, with more consulting firms and experts than you can count - 75% of clients still say that their ERP projects are considered failures...scary huh? Hope that your ERP project doesn’t fall into that group!
Let’s face it, ERP projects are enormously challenging - that is why most companies only undertake this difficult task every 10-12 years. ERP projects will change “normal” operations and business processes, require an enormous time commitment and strain on your internal project team, will put stress on the entire employee population to change, and of course validate that your company is getting real value based on the large amount money that is spent doing this type of project.
I did mention that there will be a large amount of money spent on the ERP project and the system ultimately has to bring real value to the company - right? Each of those risks alone (and trust me there are many more) can make any Board of Directors or Executive Leadership Group’s stomach’s feel as queasy as boarding a rollercoaster for the first time, or worse like – the lingering effects of food poisoning.
Just to make things a little more “exciting” – maybe you have just been “voluntold” by that same Board of Directors that you are going to be the company’s Project Sponsor / Project Manager for this initiative. Are congratulations in order? - or does this make you feel like you have been forced to join a game of “Career Russian Roulette” with 5 bullets in the gun – that sounds like a party!
Well, all I can say is before you start playing that horrible game or begin your ERP adventure – read on – so that I help you take all the bullets out of the gun and give you prescription for some antacid which will help cure the Board of Directors queasy stomachs!
Most consulting companies can teach you how to implement an ERP system. Heck, they might even write something that wins them some adoring fans or a customer or two. They will probably provide you with the mechanics of project execution – they will take out their boilerplate project plan and tell you what boxes to check off in what order – that’s important but – that doesn’t guarantee success. That list of tasks might ensure the “delivery of a serviceable ERP project”. Wow doesn’t that sound awesome – list of tasks to ensure the success “delivery of a serviceable ERP project”. That’s like receiving a ho hum performance review comment from you boss - ”John Talio did a serviceable job on that ERP implementation” – not sure I would consider that a career advancing assessment
If you want to know how to successfully deliver an ERP project that provides value by enabling people to lead change in your organization; while making the journey enjoyable and life changing for everyone; you need something better than a run-of-the-mill philosophy or approach.
"Through this series of blogs, I will give you my contrarian approach to ERP project success."
It’s based on more than 25 years of strategic consulting and hands-on ERP implementation project management success to help you undertake one of the most challenging and exciting initiatives for your business's evolution. I will share concepts and strategies that will hopefully give you a different perspective on what is involved in successfully navigating the entire life cycle of a Human Resource ERP journey in today’s landscape – however the vast majority of the concepts will apply to any ERP project.
You’ll learn the “secrets” related to the strategy, planning, resourcing, execution and flawless delivery of any Human Resource ERP application, while knowing numerous pitfalls that most clients have no idea are intrinsically embedded “secrets” that no one ever tells you about.
My philosophy “pokes holes in 40 years of ERP implementation standard practice” that almost all implementation consulting firms utilize - I know as I have worked on both sides of the table – as a client, as client advocate and an EPR implementation consultant. Don’t get me wrong, I love the business that I have been engaged in primarily as a Project Manager; however, there are things that clients don’t realize are “happening to them” – especially if this is their first exposure to undertaking something as monumental as implementing a new ERP system
Many clients would gladly pay real money to learn these “secrets”, but it won’t cost you anything — other than a few minutes of your time.
The underlying theme we will be discussing throughout this series of posts are: Why Do ERP Projects Fail? and How to Ensure ERP Project Success?
Gartner analysis statement – “75% of all ERP Implementations fail” – Why?
“Traditional” Reasons that Cause ERP Projects to Fail
“Conventional wisdom” say ERP Implementation projects fail because:
No clear strategic goals
Lack of executive support
Poor ERP implementation costing
Undefined internal business processes
No Organizational Change Management focus
Under-estimating resources required
Poor overall management of the project
Absence of data accuracy
Overlooking or underestimating technical difficulties
Lack of proper user-training
Incorrect application selection
While all of these items are valid items, they are really symptoms to larger diseases that are inherent in ERP implementations. They don’t expose the stress, discomfort, sleepless nights, and foundational biases that are inherent in any project of this magnitude to your organization and career.
Still riveted? 😊 – excellent – pick up my logic by reading the next blog in this topic series to find out where I discuss Opening Pandora’s Box – ERP Project Strategic Justification.
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