Escrito el 24 mayo 2010 por Jesus Guerro en General

It is well known the impact that large ERP implementations have on the organization but some companies often forget that point concentrating its efforts on the technical side.
Some days ago I was having lunch with a friend of me who was responsible for plannig and designing the Project from the Internal Organizational Perspective.
He was concerned about managing people in parallel to monitoring effcicient implementation (functionality vs time and cost).
The decalogue showed below is the result of an improvised schedule written on
a napkin.
I have thougth it might be a good idea to publish it in the blog, once my friend sent me a copy of the little paper, if it could be helpful for someone else or maybe you want to add or propose something else.
1.- Clear Strategy, a Clear porpose. –> Entire Organization Objectives. Rewards based on Business performance. Unproper design of objetives and compensation provokes personal and departmental conflicts.
2.- Clear Communication along the Organization. All People need to understand benefits of new situation, individually and collectively. –> Assess Support. It will be necessary.
3.- Clerar Path. Everyone needs to understand which his mission is.
4.- Planning vs Budgeting.
5.- Bordeless Culture. Info has to flow effcienty. People needs to understand processes and criticity of Info transfers in oder to prevent bottlenecks which penalise the project in time and cost.
6.- Deficient Functional Analysis is a major cause of SAP Prjects failure. Once Strategy is clear defined, the system has to be designed exactly according to that and not the contrary. Often Organizations are adapted to the ERP system standards causing divergencies with strategic plan and conflct.
7.- Ongoing People support. Sponsorship is important but the real key are the facilitators- Experience is Change Management, preferable linked with ERP implementations.
8.- To allocate the rigth people in the rigth place. Some critical points require a high level of technical expertise, In other cases the interaction with the user becomes themilestone. When lacking expertise the cost appears in delay and money.
9.- Implimentations are risky. Everything has to be «precognised». Non ideal situations need to be draw up before they happen. Project Management Experience is crucial here.
10.- Slow implementations not only suposes cost and time, what it worse, It damages the Organziation, people get disappointing and all gets more difficult.



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