Everyone knows the stories from the media of endless implementations of ERP software. Or maybe you've experienced it yourself at one time or another, as I have. A year-long implementation in which going live keeps getting pushed back. Problems in these types of projects are diverse, but what they have in common is that the problems themselves all have a delaying effect. As a result, the project takes even longer and the quality of the end product does not improve, but possibly even deteriorates.
Project fatigue
One of the most important links in any implementation are the key users. They start the project thinking it will take several months. If the project drags out slightly, that is still manageable and they can stay focused. But after the umpteenth schedule adjustment and postponement of going live, project fatigue sets in. Attention wanes, motivation wanes. While broad support and the right spirit are crucial for a successful ERP implementation.
Change of scope
Another problem is the changes that are constantly taking place, either within the company itself or in the market in which the company operates. As a result, during long-term projects, assumptions often change as well. These changed assumptions take away the foundation on which previous decisions were based. In addition to the starting points, the scope often changes as a result of this, so that after a while no one can see the whole picture anymore. Therefore, keep projects limited in terms of lead time, a maximum of eight months. This is manageable for everyone and keeps people focused. By limiting the lead time, you may have to limit the scope. After all, you have a clear live date in sight. But is that a bad thing? No, because it forces you to think about what is really essential for this live date.
Phasing
And anything you left out of the initial project scope, you will implement in the next phase. Or it may actually be dropped because it turns out to be less essential than thought. For these follow-up phases, too, it is wise to again limit the lead time and scope. That way you will achieve the best end result.
Peter Gerhardt is Senior Lead Consultant Logistics at Dysel and helps customers achieve maximum results with business software.
