In what practical ways – if any – is ERP implementation project success different from the absence of failure? Both casual and thorough analysis of ERP failure agree on several interesting points:
- There are not very many reported symptoms of failure – perhaps ten;
- There are no more than twice that number of reported risks (causes of failure);
- But each individual risk, if not managed, can cause any or all of the reported symptoms of failure;
- No risk management plan is sufficient to ensure success unless the company’s strategic goals and objectives are explicitly translated into concrete system requirements.
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