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5 Management Mistakes That Will Sabotage your ERP Implementation

by Gloria Braunschweig
President, Dorian Enterprises, Computeration, Inc.
January 16 2014

As an ERP implementation expert, I'm used to offering advice on how to make your company's implementation a success. But for a moment, I'd like to talk about failure. Even with all of my experience and expertise, there are ways that my client companies can so thoroughly undermine the implementation process that the only way to dig ourselves out is through more money and time than anyone is willing to spend.

I'm a fan of the NCIS head slap. Problem is, if I really did one, my butt would land in jail and all my money would be taken by a huge lawsuit. So accept this written head slap, folks. Pay Attention! And learn from the failures of projects past.

1. Lack of Top Management Participation

This author finds that, "Almost everyone with whom we interacted on the subject vehemently stated that non-participation of the top management can prove to be the most fatal mistake," (emphasis mine). I agree. The buck stops at the top.

The executive thinks he can successfully manage multiple high-priority projects. Multi-tasking is a necessary skill of top managers, right? It's one thing for the executive to multi-task, to switch between projects. It's quite another issue for the project team. When the top manager doesn't participate in the project, she doesn't get a good feel for how it's going, how it's a truly overwhelming change for the company and challenging work for the implementation team. So the top manager delegates down another small project or two, thinking if he can multi-task, so can they.

The needs analysis, the prototype, the data integration, the training - everything ...

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About Gloria Braunschweig

Gloria has experience across the full spectrum of business operations and management. Decades of experience are documented in the book Rapid Implementation, establishing Gloria as a specialists using Microsoft SQL tools for implementation, integration, and business intelligence related to Microsoft Dynamics GP.

Gloria writes and presents on lean implementation concepts and business management systems for small and mid-size businesses. 

Submitted by RonKetter on Thu, 05/08/2014 - 10:00 Permalink

While I agree that many projects do fail, the paper you mentioned disputes the 70% failure rate. Check out the The Standish Group (there are lots of other reports, this is the first one on the search) and the reputers of the Standish Group report in this article. Standish would say 20 to 30% of projects fail and 30 to 35% succeeding and the balance are challenged. The article referenced below take Standish Group to task. The point of this comment is that essentially the same as what you are saying, it is important to plan, etc. - but also to say that it is important to make sure that you understand what your sources of information are saying and how what they are saying applies to your situation. Thanks for taking the time to write your article. Ron Ketterling Business Automation Specialists of MN, Inc.

In reply to by anonymous_stub (not verified)