Independent ERP and Lean & Operational Excellence Consultants

Why do some companies go to the trouble and expense of documenting detailed functional requirements only to completely ignore these requirements later in the ERP selection process?

Lack of senior management commitment is routinely listed as one of the major risk factors for ERP projects. But how can a lack of commitment manifest itself and what can a project manager do about it?

It seems reasonably straightforward: select and implement a new ERP system to replace those legacy systems that simply have to go. “ERP is a one-stop shop,” you’ve been told. “ERP will do everything you need.” But what about that system you’ve just read about that provides amazing functionality for one specific part of your operation and has features that could be invaluable to your business? Will ERP systems be able to provide the same depth of functionality? Maybe 100% ERP isn’t the answer? What should you do?

Stories of disastrous ERP projects are enough to ensure sleepless nights for CEOs or CIOs looking at the prospect of implementing a new ERP system. So what should you do to ensure that your project is a success?

You’re planning to implement ERP, but how do you decide if you should introduce the new system in a ‘phased’ manner or go for the ‘big bang’ approach?