Who runs the ERP implementation project
ERP Implementation Project
There is equal probability of success and failure of an ERP implementation project. To know who should be held responsible for this, we first need to understand who runs the ERP implementation. In the start interviews should be held by project team to understand the abilities of all the individuals involved. If anyone’s performance is not up to the mark, the project manager needs to be informed as usually the success and failure of whole implementation project can be because of a few persons.
Mostly the ERP implementation projects are run by consultants who have experience in the field. All their efforts are based on a well-known 5 step principle of Initiate, Design, Build, Test, and Cutover. Now the question arises that if all the consultants use the same method, why do some of them succeed and others fail. The answer to it is the way a project is governed and managed. All the key questions related to project management need to be answered before the implementation project is initiated.
For an implementation project to be successful not only the consultant but also the client needs to own the success of the outcome. Moreover, there needs to be effective collaboration. Consultants use their experience to execute implementation but the owner needs to question and decide whether a specific step is good for their company or not. On the other hand the consultant should also try to reason and justify their decision. Without fighting on the base of ego, there should be close collaboration. This collaboration should not only be at the top management level but also lower down the hierarchy. All this is necessary to work in an efficient manner and reach the desired solution.
It is the job of project manager to decide whether a decision is in favor or against the interests of an organization. He needs to ensure meaningful discussions are carried out to reach on an agreement. Some consultants only focus on client’s needs and other on budget and time constraints. Both these approaches are wrong.
SO now we can conclude that if you, as a client, do not collaborate with the consultant you may end up getting an ERP implementation which is not according to your liking. On the other hand if you act too forcefully and try to implement only your ideas you may not get benefit of consultant’s experience.
An ERP implementation project’s success not only depends on the consultant but also the internal team and the project manager. Usually in situations where input from the team is lacking or the project manager is not leading from the front, the project ends up in a failure. In such situations, the consultants make decisions entirely on the basis of their past experience without understanding the specific needs of the company. There needs to be close collaboration between consultants and clients to get a desired solution.
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