1. What makes the ERP
implementations
succeed?

2. “People with the right skills and
attitudes will know how to assemble
the necessary information, plan and
execute the project”

3. “The research in this area has shown
that program/project success is tied
to having competent Project
Managers in place.”

4. “Communication”

5. “The success I think was based on right team
skills & attitude, proper planning and Scope as
well as knowledge….”

6. “Our ERP implementation
had only a few Application
to establish.”

7. “I would say .. clear customers vison &
requirement, strong business
involvement + right team skills &
attitude... make a successful
Implementation”

8. “The company needs to have a very
solid ERP vision in place and it's
employees need to know what is
happening and why it's
happening……The busieness rules the
project not the other way around…”

9. “Training, Training, Training”

10. “We trained 800 staff for ERP in amgen
and was a great milestone to reach..the rest
will be trained in the next year or so…
it took knowledge and dedicated people
and lots of computer station to learn it ...”

11. “Proper planning and scope definition
should drive the "right team skills and
hopefully attitude". "Motivate appreciate
and reward" I would see and as also an
output/result of proper planning.”

12. “Absolute commitment to
succeed from top
management.”

13. “Senior business (operations)
leadership support”

14. “People make who you are by keeping
them knowledgable and motivated
appreciating the jobs that are being done
and rewarding those who went above
and beyond makes any project a
success..”

15. “The Right team would include the Skills
and Character Leader, without the leader
you wouldn't have a successful project.”

16. “Over one billion USD SAP implementation,
Defense Logistics Agency. xxxxx was the
intergartor. I wouldn't characterize it as
'100% successful.' It was hugely oversold,
and has not really lived up to its advance
publicity.”

17. “I have done several ERP implementations.
In every case, the commitment of the
business people doing the implementation
was the #1 factor in the success or failure of
the implementation….”

18. “The reason I chose (proper
planning and scope) is I believe
it's hard to have number I if you
don't have Number 3.”

19. “You also need the correct software for
your company/product. Most ERP is
not one size fits all and it is very
important that find out what the
software can and can not do during the
sales cycle.”

20. “Change Management and
Executive Support were the
keys to success.”

21. “Plus TRUE top management direction,
support and unqualified expectation that
people employ the system - best done by
making sure output is more useful that the
effort of input.”

22. “Although all of these are important, my view
is that the "Process Driven" approach..is the
most important…if the new Processes aren't
understood, aligned and training
completed…just newer technology on old
processes and may even negatively impact
the business….”

23. “All of the above.”

24. “More than any other factor,
I would have to say it was
sheer brute force that finally
made the move from one
ERP system to another
successful….”

25. “Sound project management
practices was the biggest factor in
our success. It's much easier to
find people with the right technical
skills than it is to find someone
with the right PM skills for these
types of projects.”

26. “Planning and Implementation
in accordance with the
companies requirements..”

27. “Every project will have it's challenges.
Having a team that works together
rather than being divisive is key. All
problems can be overcome with the
right attitude and intelligent people.”

28. “The right people AND proper planning
are key. You must be able to accurately
map your business processes and
have the right people to enable those
maps to be replicated or improved
within the ERP…”

29. “I have been on 3
implementation teams - all
successful. The ability for the
team to execute is the reason”

30. “Preparation of a business case
that had total support from the
management all the way thru
coupled with good scoping,
planning and execution.”

31. “I helped roll out the Sage CRM
internationally after a unsuccessful
attempt ….The key success was
the attitude of the sales team yet
this came with proper planning and
training I led.”

32. “Experience and courage. Someone not with
the ERP company who knows not just their
business forward and back but how a business
should be run…courage to question "Best
Practices" when..can be done better in-house
and stand up…when..current process can be
made better.”

33. “Well developed communications plan”

34. “Right things in the right order.”

35. “For those that think it is program
management then I assume that program
management is absent on 65% of all
implementations that still fail..ERP
implementations continue to be over rated.”

36. “I can only speak for...implementation..just
finishing. The training was so-so. The
consultants know something..but were
not..good at teaching. What worked best
……key users...small teams…we learned and
conquered..software…it is unacceptable to let
the others in the small team…We played,
found our own solutions and...are
confident..we can solve..myrid of problems..”

37. “Well the way I see it all four
categories must be met to have a
success. The project engineer, project
manager and the coordinating lead
must have all of the traits and be in
tune of the clients needs and wants…”

38. “In my experience, even with the best
system, planning, and implementation
process, most ERP/IT implementations fail
because organizations underestimate the
committment and buy in of the
stakeholders and performers (end users).”

39. Poor planning due to a "drive to
the date" versus a "drive for
success". Afterwards, other
factors mentioned were also
evident.

40. “Pre-project skills
assessment of in-house staff,
is much ignored, and
concomitantly leads to cost-
overrun”

41. “Correct!!! on the immediate above.
SAP for example in a manufacturing
firm reporting to CFO is a disaster.
SAP should report to manufacturing
directors. Great point.”

42. “Don't blame the tool when
the process is at fault…”

43. “..We are a component, a part
of a machine called a
company, and unless people
start working together better,
your going to see alot more
projects fail, and firms go under
as a result.”

44. What ERP projects succeed?
Poll http://polls.linkedin.com/poll-results/23494/eeoxo

45. What ERP Projects suffer?
Poll http://polls.linkedin.com/poll-results/22949/zxsgy

46. What makes the ERP implementations
succeed?
Now join the conversation…
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