A five-point summary of the failure of ERP projects

For many ERP projects, Project extension, super budget should be the norm. Not only are Chinese enterprises so, but American companies are in fact similar to this situation, in the end what is wrong? Here with the force of the small part of the company to do five points summary.

Summary one: ERP implementation strategy of the enterprise is there a problem? Why the ERP industry has been insisting on some wrong way of doing things for many years. Many enterprises in the ERP project before, in fact, all know that there is a lot of bad ERP project, and when it is time to implement their own, but it does not seem to change much, simply do not "repeat" this idiom when the matter. The ERP industry is really a strange industry, after such a tragic development process, but still retain the original way of doing things, and has been repeating the same bad story.

Summary two: Enterprises have to seriously manage the risk of ERP projects ? In the whole project process, the enterprise will encounter many or dark traps, if you can not avoid these traps, it is difficult to do the ERP project. For many ERP projects, it is essential to ask an external consultant to help. But it is impossible for a business to reduce the risk of a project if it wants to ask outside consultants to come in and its employees are seldom involved. Facts have proved the correctness of this view. Enterprises must realize that the external consultants into the enterprise is very easy to do, but if the enterprise employees are not actively involved in ERP projects, not to learn more about all aspects of ERP software, do not seriously do the implementation of the work, then the problem will ensue, the risk of ERP project will also increase significantly.

Summary three: Enterprises to take ERP projects up and down seriously? Many enterprises do not take ERP project seriously, this should be an indisputable fact, the general manager did not take seriously, middle managers did not take seriously, the grass-roots staff is not to mention. In this context, it is useless to take the enterprise's IT staff and external implementation consultants seriously. Why enterprises should seriously deal with ERP project (1) ERP project size is relatively large, the system parameter setting is more complex, and involves many departments of the enterprise. (2) ERP projects mean a big change in management. (3) in the process of ERP implementation, enterprises must manage the external consultants, to face the functional limitations of ERP software and ERP vendors can not fulfill the promise.

Summary four: Enterprises understand the truth of ERP manufacturers? Not otherwise, many enterprises will be the ERP manufacturer's "sincerity" moved, that we spend so much money, ERP vendors should be honest. In fact, from the beginning, many ERP manufacturers are holding a flicker of mentality in. In the selection stage, when the enterprise tries to understand more software details, many ERP vendors will do some superficial to hide their software in the lack of functionality. All ERP vendors claim that their ERP software contains many of the best business practices, but what is the best business practice for the enterprise is a matter worth thinking about. After all, the best business practice for this business does not necessarily apply to another business. Therefore, for enterprises, must not be in the ERP selection blindly decided, because it is difficult to have the opportunity to start again.

Summary five: is the consulting firm really that trustworthy? For consulting firms, the less a business knows, the more they will earn. Many consulting firms evaluate consultant performance in terms of utilization (utilization). For example, if a consultant does not pay a lot of hours to the customer, it will not be considered a good consultant if it does not bring more revenue to the company. For some consulting firms, for example, if they find a problem with the goals set by the ERP project, or if the enterprise defines the scope of the project as unreasonable, or if the executive team is a layman, then the enterprise will be considered a gold mine customer. Before signing the contract, they will cover up these "small problems" of the enterprise, after the project is launched, and then to the "small problems" to enlarge the article. Through the above to the ERP manufacturers and consulting companies understand, enterprises have to ask themselves, this is really a business want to cooperate? Enterprises must want to manage the ERP manufacturers and consulting companies, to achieve this goal, enterprises must first manage their own, and the key is to do their own training, do not be self-righteous. Whether the business is using one or 100 external advisors, make sure they do what they wanted them to do. Enterprises to do their own training, first of all, the high-level leadership training. Only in this way can senior leaders assign the right employees to ERP projects and invest in the growth of these employees. Only in this way can the ERP project enter a positive positive cycle to open a good head.

A five-point summary of the failure of ERP projects