Este es un pequeño white Paper que me encontre, realizado por Sage en el 2009 (www.SageAdonix.com) acerca de las ocho razones que causan el mayor número de implementaciones erróneas de los ERP. ENJOY!Knowing the common reasons ERP implementations fall short and how to avoid them can save you valuable time and money and help make your project a success.
Sin #1: Overlooking the purpose of the ERP system.Companies can focus too much on replacing the systems and functionality they have and fail to learn enough about the capabilities the new ERP system can deliver. In other cases, ERP implementation begins without a clear understanding of the benefits that will be attained. As a result, they are not measured against the preimplementation environment. In addition, many companies go through ERP implementations without a step-by-step roadmap, making it difficult to achieve continuous improvement.
It is also a mistake not to analyze existing business processes and identify opportunities for organizational improvement, expecting the software to cover up weaknesses.
Sin #2: Lack of commitment from top management.If company executives are not strongly committed to the system, do not foresee and plan for the changes that may be necessitated by ERP, or do not actively participate in the implementation, the implementation has a high likelihood of failure. Top management often tends to delegate the implementation to lower management levels, which can lead to their being out of touch with critical events or lack the understanding of the scope, size, and technical aspects of the project. Top management must view the ERP implementation as a transformation in the way the company does business.
Additionally, the ERP implementation can not be viewed only as an IT project. If it is, it will never realize its full capabilities and it is likely the technology will be deployed in a vacuum, the software will not be aligned with business processes, and staff will resist using it.
Sin #3: Poor ERP system selection.Some of the biggest ERP system implementation failures occur because the new system’s capabilities and needs are mismatched with the organization’s existing business processes and procedures. Poor selection occurs when a company hasn’t adequately developed functional requirements definitions or when the ERP project team doesn’t take the time to run through the system’s screens as they would during the course of their daily work to discover if the software’s features will accommodate their needs.
For many ERP selection teams, it’s tempting to select a well-known ERP vendor. They find some security in the popularity of the software and the vendor’s reputation. However, ERP implementation success involves more than a popular name. It depends on a vendor who offers solid experience in installing the new software, one who knows the problems that could arise and how to manage them effectively. While the well-known vendor may boast thousands of installations, its reseller partner may have installed only a comparative few.
Sin #4: Poor project management.
Managers may be surprised by the scope, size, and complexity of an ERP implementation. As a result, management sometimes does not initiate the necessary level of detailed project management planning and control. Short-cutting critical events in the project plan–such as time for documentation, redefining and integrating processes, or testing before going live–is a major mistake.
Sin #5: Inaccurate data.Because of the integrated nature of ERP, inaccurate data entered into the common database will have a negative effect throughout the enterprise. Inaccurate data can lead to errors in market planning, production planning, material procurement, capacity acquisition, and the like. Failure to guarantee accurate data is entered into the ERP system will cause the system to lose credibility, and employees will become discouraged and frustrated by the new system.
Sin #6: Ignoring user reluctance for new applications.
Some employees may be frustrated by having to learn a new software system. They may feel that they’re too busy to be bothered and resent having to take time out of their schedule for training. Users may also be overwhelmed by all the new capabilities the system offers, and some employees may be uncomfortable with the realization that with better information, upper management can keep better track of what they are doing and the money they are spending.
User understanding and buy-in of the new system are critical success factors. If users don’t understand how the system works, they will tend to invent their own processes using those parts of the system they know how to manipulate.
Sin #7: IT staff implementation issues.People have a natural tendency to be comfortable with the status quo and may be fearful of changes brought about by any new system. IT managers may be afraid that the new system will make their jobs more difficult, reduce their importance, or even cost them their jobs. They may have been very knowledgeable about their old system, having developed the skills necessary to maintain it. A new ERP system may create a great deal of uncertainty in some people as to whether or not they will be able to perform their jobs as well as they did under
the old system.
Sin #8: Unrealistic expectations.Many companies miscalculate the amount of resources, time, and outside assistance required to complete the project. Additionally, management and users often expect to see immediate improvements once the system is installed. But companies should be prepared to see an initial frustration after the new software is implemented, simply because a new system may be complex and difficult to master. As employees become more familiar with the new system, the expected improvements will result.
Buitre. En 1994, el fotógrafo documentalista sudanés Kevin Carter ganó el premio Pulitzer de fotoperiodismo con una imagen captada en la región de Ayod, en Sudan. En ella puede verse una pequeña niña, desnutrida, recostándose sobre la tierra, agotada por el hambre; mientras que en segundo plano, aparece la figura de un buitre que se encuentra acechándola. El periodista se suicidó cuatro meses despues de tomar la foto.
Figura 1. Un marco de referencia del la transmisión de Conocimiento. Campbell(2006)
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