How can an ERP project be created after being killed and failed?

"The sky will fall to the ranks of the people of Sri Lanka, and we must first bitter our minds, work hard, and feel hungry ......". I am experiencing the taste of this old saying. Recently, the company appointed me to restart the company's failed ERP projects. The company was forced to suspend its previous ERP projects due to various obstacles to resistance. The former ERP project manager resigned and left the company after feeling that the system was unable to cope with the suspension of projects, leave a half of the sub-ERP project with a mess.

Under the leadership of the former project manager, the ERP project has gone through research, analysis, design, implementation, and other activities, the vigorous ERP launch activities kicked off, And everything seemed to be steadily pushing forward. However, with the deepening of the project process, problems began to be gradually exposed. After six months of implementation, the project was not successfully completed as expected, and the project cost exceeded the budget, even employees lose confidence in the project.

Analyze how the project is stuck in the predicament of failure

After the meeting, I fell into meditation in the empty meeting room. Intuitively, I feel that this ERP project will be a huge test for me. It is not terrible to fail a project in one place. What is terrible is to continue making the same mistake and fail. Therefore, it is necessary to analyze the factors of project failure: whether it is the personal competence of the former project manager or the Business Process Defects of the company. After many in-depth discussions and reflections, we found that the original ERP project encountered problems in the following aspects:

(1) Serious Lack of project plans

Before the project re-launch, my first step is to call the business representatives and project team members of each department for research and analysis. After screening, differentiation, confirmation, and even a fierce fight, I was shocked when I finally managed a specific vision and Work Outline for the entire project. It turns out that this project is in a state of serious chaos and disorder. For example, at the beginning of the project, the entire project has been characterized by a lack of plans. As the implementation progresses, the differences and differences become larger and larger. No one knows what the specific implementation plan is. The original team members know that the ERP implementation has been on schedule, but there has never been any progress report, let alone regular progress reports. In the consciousness of the team members, they do not need to care about anything, except faithfully execute the verbal tasks that were given by the former project manager.

(2) project members are scattered

When the complex relationships of the original project have not been clarified, I discovered another obvious characteristic of the company's staff and the ERP project team: the large volume of staff flow. Generally, a technical and operator stays in the company for less than one year. This is because of the unsatisfactory salary and treatment of the enterprise. In addition, the boss thinks that no one can do what the technical and operator can do, this makes the ERP system encounter great resistance in the implementation process. In addition, because the quality of the operator is not very high, the departure is very fast. Despite some training, it takes a long time for new people to get started and adapt. As a result, the overwhelming team and staff become the biggest headache of the project.

(3) no clearly defined responsibilities

The failure of the ERP project in the early stage gave rise to doubts and dissatisfaction. In my communication with the team members, I learned that the former project manager often failed to implement the tasks and permissions of various positions and positions because of lack of implementation responsibilities and permissions. Even if some project team members have strong implementation skills and experience, they do not have a strong sense of responsibility because they are not proactive, they all want others to "help" themselves, or the parties do not take the initiative to coordinate and urge the other party. The result is that everyone is waiting to spend valuable time without reason, and the other is that the project fails.

(4) Lack of project system guarantee

Even worse, I felt a little helpless, that is, the original project implemented the "governance by people" management, and the lack of the "rule of law" project management system. Generally, projects are complex, and ERP implementation projects are more complex. Without a sound implementation system as a guarantee, implementation cannot be efficiently promoted. For this reason, I have designed a simple survey form, mainly to understand the project system, and also to collect countermeasures and suggestions. Then, arrange to understand the team members and organize a Survey Record Based on the checklist. As a result, this process has exposed many problems, all of which are system defects left over from the previous stage. For example, when there is no clear implementation system guarantee for project steps, activities, work and responsibilities, there will be more and more arbitrary implementation. Moreover, the survey shows that the randomness caused by the lack of systems accelerates the rate of project failure. In fact, when there is no implementation system to escort, there will be no strong executive power, so all implementations will become empty talk.