Why many ERP implementations fall short of expectations and how to prevent failure?

Normally if you understand why ERP implementations fail then most probably you could address the issues accordingly, and I think there are more solutions for each of the below reasons for failure:
– not understanding what an ERP is about – functionality and intrinsic requirements
– not evaluating/assessing ERP’s functionality beforehand
– not getting the accept/involvement of all stakeholders + politics
– not addressing the requirements beforehand, especially in the area of processes
– not evolving/improving your processes
– not addressing the data cleaning/conversion adequately
– not integrating the ERP with the other solutions existing in place
– not having in place a (Master) Data Management vision/policy that addresses especially data quality and data ownership
– not involving the (key) users early in the project
– not training and motivating adequately the users
– lack of a reporting framework, set of reports (reporting tools) that enables users to make most of the ERP
– lack of communication between business and IT professionals
– relying too much on external resources, especially in the PM area
– the migration of workforce inside the organization or outside (e.g. consultants coming and leaving)
– inadequate PM, lack of leadership
– the lack of a friendly User Interface (referring to the ERP system itself)
– inadequate post-Go Live support from the ERP vendor and business itself
– the lack of an ERP to evolve with the business
– too many defects in the live system (results often from inadequate testing but also vendor related issues)
– too many changes on the last 100m of the project
– organization’s culture
– attempting to do too much in lesser time than needed/allocating more time than needed.

No matter how many methodologies people like to philosophy with, between theory and practice it’s a long way, in addition not two projects are the same given the various contexts, constraints and requirements. A methodology that worked in one context might not work in another, people who performed well in one project might not perform well in another, and so on… If somebody’s coming with a 100% guarantee that the ERP implementation will succeed no matter what, I would regard its optimism with reserves, and those who worked in several implementations know what I’m talking about.

There are so many articles already on this topic, everybody searching for the Holy Grail of ERP implementations…

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