Structure, structure structure...

So what are these challenges that so frequently bite projects, regardless of size, shape and complexity? Listed below and in no particular priority order are what we consider to be the Top Ten challenges...

 

1.     Definition - The business interpretation and how do we translate our vision to project definition?

2.     Business Constraints - Do we fully understand the capabilities of the organisation of resources, maturity and budgets across the project timeline, not just as a single figure or point in time?

3.     Data - Is there data to be migrated and if so, do we understand this data to a level that will allow the effort to be defined?

4.     Customisation - What will the policy be around customisation and can this be avoided through process re-engineering?

5.     Structure - What will be the project structure in terms of project team and roles, both client and implementation partner

6.     Programme Assurance, Governance and Compliance - How will I ensure that programme assurance is undertaken and will this be internal or external assurance?

7.     Solution Fit and Scope Creep - What steps and processes need to be in place to ensure that the solution is contained, controlled and managed.

8.     Meeting Business Requirements - What measures and processes will be put in place to track the project against the original business requirements

9.     System Usage, Adoption and Interim processes - How will one ensure that the implemented solution is adopted by the business to the full and that temporary and out dated processes are removed, whilst ensuring a smooth transition.

10. Adhering to the vision from inception to Cutover - What is the best way to communicate to the business, project teams and partners of the vision to be attained.

 

Whilst one may think that these are obvious, however when embarking on an ERP project, there are so many other factors going on, these are often overlooked or not really addressed. The consequence of this is a project without focus, scope and effort realisation, and one that will also generally fail or fall over at some stage.

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Vision Creation...

At the forefront however is the objective, what is the business vision outcome of the project, what is being strived through the implementation of an ERP. To capture and hold onto this vision is the only way to keep all parties engaged on what is essentially the end game. There will always be a vision at the start, that is the reason for the project in the first place, but how does one define this. It has to be done in such a way that the whole organisation can appreciate what is being done, so that the business changes to achieve the vision can follow with the project. 

            What could we do?

            What should we do?

            What will we do?

One must also be mindful of what can possibly affect the vision, or at the very least, attempt to influence its path. These are many challenges of an ERP project and they are there from the start, even before one thinks of engaging an implementation partner.