Implementing a new ERP solution is a difficult, risky and complicated project – and not one companies do often. So it's common for organizations to be unfamiliar with the best practices and potential pitfalls.
Written by the consultants who run these selections, not by a software vendor.
[ From the guide ]
Implementing a new ERP solution is a difficult, risky and complicated project – and not one companies do often. So it's common for organizations to be unfamiliar with the best practices and potential pitfalls.
How can you improve the odds?
Which considerations are most important?
What are the keys to effectively managing this enormous, business-critical project?
An ERP project is a major undertaking that will impact (and involve) your entire organization.
To help ensure success, management must make it the most important project. A rule of thumb: If a new ERP system is not your top priority, delay it until it is.
When the priority is clear, and when the project is enthusiastically supported by all top executives and management, there's a significantly better chance of achieving your business goals.
In fact, when the new ERP is not a clear organizational priority, the It's critically important project likely is doomed. to "sell" an ERP initiative by making the Users perceive the project as something case for change, communicating fully, that is not important, leading effectively, and users and managers supporting users do not buy in and will and managing not invest the time expectations. necessary for success.