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

 

 

Note: This articleArticleCopyrightECFAnd HP.

 

The success or failure of the ERP project is directly related to the stability of the current project implementation team. As a corporate CIO, the company is very concerned with the stability of the ERP project team, especially the personnel of Party B team, just in the evening, I saw a question raised by a CIO on spark: "Party B frequently changes implementation consultants. What should I do if this happens?"

In response to this problem, I thought about the frequent changes made by Party B's consultants. I believe there are many reasons that may result from the poor stability of Party B's team and the employee turnover rate; it may also be caused by the rapid business growth and insufficient number of employees. Another reason is that it judges the importance of the project, determines whether the quality implementation consultant needs to continue to support the project. frequent changes to the consultant only show the appearance, and the reason needs to be analyzed a little. The Cause Analysis is clear, and the possible countermeasures are more targeted. The countermeasures can be expanded from the following four perspectives:

1. overall level of cooperation: ensure the overall capability level of suppliers to be cooperated in the future, because we need to understand the overall performance scale and implementation team configuration; it is best to know about the project in its past implementation. In addition to checking whether the project is successful, it also depends on the degree of professionalism and Stability of the implementation consultant of the software company. After this evaluation, we can see that the company's overall strength is relatively strong, especially if the delivery implementation capability is strong, the CIOs won't look at the "Excellent consultant" at a glance ", in fact, in this case, Party B's company is the dominant one, which means that it directly uses the "bottleneck resources" of other people. Party B naturally needs to adjust its staff frequently. After all, such a single seedling cannot be exclusive to a project.

2. Contract Signing level: before the contract is signed, the project manager and implementation consultant should be interviewed to ensure that the personnel have the qualifications and competence of Party B, if an old employee worked in a company of Party B in year 35, his/her vigilance was guaranteed. Generally, the project pressure would be more affordable, and such employees would also be the most stable; furthermore, project experience is accumulated by leading projects, especially software vendors in the industry, such as ERP implementation consultants in the real estate industry, which require a deep understanding of the industry, this understanding also takes time to accumulate, so selecting an old consultant often means ensuring the quality of the project. Of course, if you consider it more realistically, it is not required that all consultants in the project must be senior consultants. After all, such resources can be understood as scarce resources, but at least one or two senior consultants should be involved throughout the project.

3. project start-up phase: in the project implementation task book, the procedures for personnel exchange and change between the two parties are clearly agreed. If one party is to be transferred, a written description should be provided by the transferor's senior management, it also provides a commitment to the subsequent resource stability and the project change cost arising therefrom (Note: This is a provision agreed by both parties). Such clauses are sometimes written into the contract, for example, "The two parties shall not change the project implementation team at will", but this clause is often not clearly defined. What is acceptable scope of changes, such as personnel resignation, sick leave, and promotions? If such a change occurs, how should it be handled? The process and method can be clearly defined. This content is actually the content of the project charter, which has been agreed in the early stage, it will be more informative in the future.

4. Project implementation stage: Treat Party B's team as a member of your own team, treat each other equally, respect each other, and ensure efficient cooperation between both teams so that they are willing to work in this team. In many of the projects I know, most of Party B's implementation Consultants work with customers. After the project is implemented for a period of time, the implementation consultant will evaluate the customer's difficulty in implementing the project. If this project is relatively easy and has a good working atmosphere, even if it is not satisfied with the company, it will leave the company after the project is completed from the perspective of the customer's responsibility. However, if this project is a mess, and it is often subject to some customer's incooperation or even martyrdom, it will take a "one-stop" approach if it is not ruled out, in this case, enterprises, software suppliers, and implementation consultants are the result of three losses.

 

Note: copyright of this ArticleECFAnd HP.