Recognizing Red Flags: 6 ways to spot ERP implementation failure before its too late

ERP implementationNobody wants to spend thousands of dollars on something and not see the results they were promised, right? Unfortunately, not every ERP implementation goes according to plan, I am sure you have heard the horror stories about failed implementations; but there is a way to avoid that happening to you!

As you work with your ERP reseller to plan the project and as implementation starts, there are a number of things that scream “imminent project failure!” but if you don’t see them; or if you do see them but don’t realize it’s a problem you may end up spending all that money for nothing, so let’s make sure you’re not a character in the next ERP failure horror story.

Here are 6 red flags to look for during your ERP planning and ERP implementation in not only your implementation team, but in your team as well. If you see these, correct the issue!

  • You don’t have a business case. STOP. You can read this article later; go get started on that business case!  Your business case is probably the most important part of your project as it defines the problems you are having, the results you would like to see, and so much more in between.
  • Your ERP vendor does not understand your industry. Most vendors work with specific industries and understand, let’s say the manufacturing process. So if you find yourself constantly explaining basic concepts, you may want to rethink your choice and find an ERP vendors that specializes in your industry.
  • You don’t have checkpoints. Measuring your progress is key to a successful implementation. A lack of these checkpoints can lead your project off track and leave you wondering if it was worth it. If you find you have not made milestones, stop everything and do it.
  • Missed deadlines. Everyone misses a deadline on occasion, but consistently missing deadlines is a major red flag if you want to finish your project on schedule and on budget. Which of course, you do!
  • Lack of enthusiasm from executives. Your entire organization takes cues from the heads of the company, make sure they are on board and openly involved in the project. This will help convince the entire organization of the projects importance and hopefully help with user adoption later down the line.
  • Disbanding after go-live. go-live is not the end of your project. After you are live you will need to get all bugs fixed, make sure all integrations are functioning properly, train the staff, etc. If you are told the team can disband after go-live RED FLAG! Be sure that does not happen

ERP Implementation Evaluation

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