Analysis of Party A's problems to ensure the stability of the ERP project implementation team

 

Note: This articleArticleCopyrightECFAnd HP.

The successful implementation of the ERP project requires the joint efforts of both parties. Similarly, the stability of the project team also requires the joint efforts of both parties, I have discussed how to ensure the stability of Party B's consultants, but the stability of Party A's team is also very important, which is often the most important concern of corporate CIOs, other internal departments at all levels are responsible for solving problems.

Let's take a look at the reasons for the lack of stability and Response Strategies of Party A's Project Team (Note: Here we only talk about instability, not necessarily loss, or internal transfer ):

1. The overall staff turnover rate of the company is relatively high. "tie's camp flow soldiers": I chatted with a company's CIO last week to know that he had left a real estate company, I was surprised when I was already a CIO in a new company. I was still wondering: the ERP project I hosted was not implemented yet, and people were gone, how to play this next project? This old man gave me a thorough explanation: "It's not that I don't want to do a good job of informationization in this company, but because I found that it was impossible to do anything. I stayed in this company for a year, the big boss is often abroad, and it is rare to see him twice in the first year. After changing to the two general managers, the boss of the following business interfaces Also basically changed, the overall loss of business backbone is also very severe. In such an enterprise, even basic enterprise operation processes cannot be solidified. To use ERP, I think I do not have this skill." If you see such an enterprise, it is not an ERP issue that the CIO wants to leave the problem for himself.

2. The company's business is busy, and the business personnel are "one of the two" jobs, which cannot take into account the ERP project work. At present, many business departments of enterprises have a very high workload, as the saying goes, "Women are men and men are animals." In such an enterprise, the cooperation of business departments is often unable to guarantee the implementation of ERP projects, because it is impossible for you to require employees to work 24 hours a day, at this time, the CIO needs to choose the time to launch the ERP project. You can choose to start the business in a relatively idle year, at the same time, it is recommended that you plan the ERP project as a whole and then split it into acceptable business units in the business department. In this way, the "small step" approach is adopted, and the project cycle will not be particularly long, it will not take up a lot of time in the business department, and it is easy to see the results, and slowly squeeze time into the business department, to ensure that the investment of ERP project team members is stable and sustainable.

3. ERP project managers (business departments) only name and do not work, and cannot play a substantial role in promoting: To be honest, in many ERP projects, CIOs are often not the most appropriate project managers, because the system needs to be applied in the business department eventually, if the project manager is assigned to the business department's boss, it will often play a very significant role in promoting, this should be the principle of matching "power, responsibility, and profit. However, there are some ERP project managers in the business, who are somewhat "occupying the pitfalls and holding the project manager title, but are not really doing project work, this requires the CIO to fully evaluate and communicate with the project team in the early stage to ensure the time investment of key personnel in the project. Only in this way can the project be smoothly promoted.

Note: copyright of this ArticleECFAnd HP.