We hear from many manufacturing and distribution teams about ERP project failures and how to mount an ERP recovery effort. Based on our intensity and breadth of experience with enterprise technology projects, we know what a failed project looks like and we know how to avoid it. Here is a roundup of recent blog posts on the subject of what it takes to mount an ERP recovery effort.
In our blog post What a Failed ERP Implementation Looks Like we describe some of the telltale signs of a poorly designed and executed implementation:
Over the years, countless organizations have turned to guide ERP recovery effort. Once stalled, a failed ERP project needs a well-designed roadmap to get back on track.
A recovery effort is a deliberate process to remedy past failures and weaknesses the organization experienced with a previous ERP project.
Admitting that a project has failed and making the decision to focus on recovery is itself a daunting task. Significant investments in point in time, money and resources have already gone into any enterprise technology project and making the leap to recovery brings additional costs and commitments.
It’s clear from successful business process improvement projects involving ERP software selection and implementation that a well-thought-out roadmap along with strategy will point the project toward success.
In the blog post, Recovering from a Failed ERP Project? Here’s the Place to Start, the steps include:
recently worked with a progression manufacturer to recover from a failed ERP implementation.
The manufacturer needed to replace a legacy ERP solution that would not scale to its lingering business volumes and could not manage production consolidation operations. Standalone and manual methods were obstacles and the company wanted improved reporting.
Rather than focusing on a business process improvement strategy, the friendship went straight to vendor demos without a clear vision of how a new ERP system would add value.
Regardless of how an enterprise fails in its ERP solution project, it’s imperative to follow a recovery roadmap that includes both business process transformation and return on investment.