Comments on: Implementation Nightmare http://www.180systemsblog.com/2010/04/05/implementation-nightmare/ Business process improvement, enterprise software and software selection Fri, 06 Jan 2012 15:22:22 +0000 http://wordpress.org/?v=2.9.2 hourly 1 By: David Blinick http://www.180systemsblog.com/2010/04/05/implementation-nightmare/comment-page-1/#comment-54 David Blinick Wed, 07 Apr 2010 13:20:03 +0000 http://www.180systemsblog.com/?p=527#comment-54 The main problem, in my opinion, is a "deep" change related problem exacerbated by the size of the project. Whether doing ERP or implementing a large, single-focus, best of breed application, the same problems arise. In my experience in doing software implementations and development projects, it is very hard to satisfy operators and managers when both tools and processes are changing. Most people can only deal with a single vector of change at a time. Large projects that do not take this real implementation constraint into account are more likely to enter the serious problem zone. Almost all discussions in this area tend to focus on the issues of good project management practices (which are fundamental to a good implementation) but do not discuss the issue of behaviour of the user community and the real constraint that this imposes on implementation options. The main problem, in my opinion, is a “deep” change related problem exacerbated by the size of the project. Whether doing ERP or implementing a large, single-focus, best of breed application, the same problems arise. In my experience in doing software implementations and development projects, it is very hard to satisfy operators and managers when both tools and processes are changing. Most people can only deal with a single vector of change at a time. Large projects that do not take this real implementation constraint into account are more likely to enter the serious problem zone. Almost all discussions in this area tend to focus on the issues of good project management practices (which are fundamental to a good implementation) but do not discuss the issue of behaviour of the user community and the real constraint that this imposes on implementation options.

]]> By: Michael Pearson - CONTAX Inc. http://www.180systemsblog.com/2010/04/05/implementation-nightmare/comment-page-1/#comment-53 Michael Pearson - CONTAX Inc. Wed, 07 Apr 2010 11:54:44 +0000 http://www.180systemsblog.com/?p=527#comment-53 Failed or runaway ERP implementations should never happen in this day and age. ERP systems and implementation methodologies have matured to a point where each project should be based on a clearly defined plan based on a template from repeatable past experiences. To address the immediate issue: Stop work on the project immediately. Call in an outside expert if necessary to accurately assess the status of the project and clearly define all remaining tasks and work items. There should be little unpredictability or uncertainty in doing this. Develop a realistic and achievable plan with dates, milestones and deliverables. Stick to the plan and go-live according to schedule. To address the bigger issue of how to avoid this situation in the first place, you need to go back to where the problems began - in the selection process. Choose a vendor and software solution that has a proven track record of success in your industry. Speak to references (yes, actually call them up and talk to them). Focus on the implementation experience and the end result, not so much the technology and the software. If you're a manufacturer and distributor, stick to what you do best. Work with experts who have a proven track record of success, and let them guide you as to how to ensure the project's ultimate success. Keep your vendors honest by clearly documenting and defining your requirements and write down all decisions, discussions or agreements made along the way. There are no good excuses for failed ERP implementation projects these days. Many before you have succeeded at this. All you need to do is leverage the experience and knowledge of those who have done it before, and you will find that your project will be done on time, within budget, and will be an outstanding success. Michael Pearson President CONTAX Inc. Failed or runaway ERP implementations should never happen in this day and age. ERP systems and implementation methodologies have matured to a point where each project should be based on a clearly defined plan based on a template from repeatable past experiences.

To address the immediate issue: Stop work on the project immediately. Call in an outside expert if necessary to accurately assess the status of the project and clearly define all remaining tasks and work items. There should be little unpredictability or uncertainty in doing this. Develop a realistic and achievable plan with dates, milestones and deliverables. Stick to the plan and go-live according to schedule.

To address the bigger issue of how to avoid this situation in the first place, you need to go back to where the problems began – in the selection process.

Choose a vendor and software solution that has a proven track record of success in your industry. Speak to references (yes, actually call them up and talk to them). Focus on the implementation experience and the end result, not so much the technology and the software.

If you’re a manufacturer and distributor, stick to what you do best. Work with experts who have a proven track record of success, and let them guide you as to how to ensure the project’s ultimate success.

Keep your vendors honest by clearly documenting and defining your requirements and write down all decisions, discussions or agreements made along the way.

There are no good excuses for failed ERP implementation projects these days. Many before you have succeeded at this. All you need to do is leverage the experience and knowledge of those who have done it before, and you will find that your project will be done on time, within budget, and will be an outstanding success.

Michael Pearson
President
CONTAX Inc.

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