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:
1. Software selection was wrong
2. The software does not work as promised by vendor
3. Too many customization or interfaces to the software were attempted.
4. Lack of top management sponsorship for the project
5. Lack of a proper project plan and their execution
6. Poor or no training was provided to the user
7. Lack of business or technical resources committed to the ERP project
8. Lack of effective change management strategies
9. User refuse to use new ERP system, it is again due to improper training
10. A business merger terminates a existing implementation

Here, I will attempt to share through ERP consultant¶s experience, observation and research
various strategies that give you the best chance of achieving a successful ERP implementation
experience.

ÿ 
  




  :
1. Selection of the right ERP software
2. Manage organization¶s expectations
3. Mitigate risks
4. Exploit the best business practices built into the ERP software
5. Get the step by step phase wise implementation
6. Prepare proper blueprint of ERP implementation
7. SRS study - this will help you in selection of software
8. GAP analysis to map organization process and ERP software
9. Selection of experienced ERP vendor- new company or vendor may not be able to give you
proper support and service even after successful implementation.



 

      


 

 


 
  
 
 
 

 
:
1. the ready to use or perfect ERP system does not exist.
2. ERP implementations are different in every organization ± it never be the same as previous
3. There is no perfect ERP implementation
4. No ERP implementation is ever complete- It requires support and services, upgrades and
updates, technological changes, etc.
As we outlined in a blog post earlier this year, ERP implementations fail for five key reasons.
Unfortunately, some of these failures lead to heads rolling, millions of dollars of budget
overruns, and in some extreme cases, lawsuits against software vendors. In fact, the number of
inquiries we have received to act as expert witnesses in ERP lawsuits has increased dramatically
in the last twelve months.

When working with clients, we often hear the perception that most ERP failures or lawsuits must
pertain to SAP implementations. After all, Hershey¶s, Waste Management, and a host of other
high-visibility failures involved SAP¶s ERP software. However, our research shows that there is
no pattern to ERP failures and lawsuits, other that they happen more often than they should and
no one ERP vendor appears more or less likely to experience failure than the others.
For example, two new lawsuits were announced in the last 30 days: one against Oracle and
another against JDA¶s i2 unit.

In fact, we looked at the most recent lawsuits to see if there was a pattern among vendors and
software solutions. As you will see in the table below, there is no apparent pattern to the vendors
named in recent legal matters. If anything, when expressed as a percentage of total client base,
SAP and Oracle probably have a lower lawsuit rate than other vendors on the list. However,
because large and high-visibility companies are more likely to embark on Oracle or SAP
implementations, those organizations are more likely to receive attention when something goes
awry.

ë



 

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