Define your Success When ERP Is Implemented to Business

It is always harder to define how successful an IT project such as ERP implementation has been in comparison to a financial procedure or even the aims of a manufacturing entity. This is why it is always better to have a written-down set of expectations that you have from a project after it goes live. If you do not have this, then anything regarded to the success of your ERP implementation endeavors just becomes an opinion. In worst cases, the number of opinions becomes more than you would care to count. In case your organization does not have the best work ethic and people are more interested in negative discussions about the aftereffects of the said implementation then you can be jolly well sure that it will be deemed a universal failure.

It is always better to have a group of criteria that can be measured properly. This is helpful for the team that is dealing with implementing the processes and also for the organizational health in the long term. This is also comes in handy in resources being allotted in the proper way. Overall, there is a sense of focus among people who dedicate themselves to the cause of implementing ERP solutions.

This needs to be done before your project goes live. Remember that this is the biggest determinant of whether you have succeeded or not. Unlike popular conception it need not be too tough to measure the success of ERP implementation. The first indicator is your self-satisfaction regarding how the implementation was carried out. You can always come up with catchy statements to motivate people into adapting this procedure and it can contribute to your success in the end. You can also set time limits for achieving the goals that you have set yourself. With every sequence, you can take the bar higher.

It also needs to be kept in mind that as a business organization you should be able to reach a common ground as to what should be regarded successful and what not. It is important that your peers or workers do not end up criticizing the guys responsible for implementing the ERP processes in a random manner just because they have been unable to achieve some aim. With random – and unwarranted – criticism they will not be in the right frame of mind to do their work properly or look for answers in case of failures.

They need to be given the leeway to express themselves properly and come up with ways to avoid failings. After all, success is built on a pillar of failures. Instead, they need to be encouraged and congratulated when they are finally successful in their endeavors. After all, water, and not sand, is needed to grow flowers.

Do contact us for more ERP related questions.

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