Determining ERP Project Success

Based on industry norms, less than 50 per cent of IT projects finish on time and on budget.
Discussions with experienced CIOs, consultants and project managers indicate there are many reasons for the failure of IT projects. If you step back from the individual causes, common themes emerge. A few are obvious; others are not well recognised.
Fuzzy goals: Many large projects fail because what they are trying to achieve isn’t made clear enough. There is no clear problem definition or clarity about the requirements, and the full scope of the project is not understood.
Over-optimism: Salespeople and internal project champions both want their proposal to succeed. However, in their desire to make the ‘sell’, they often underestimate the costs and over-emphasise the benefits.
Complexity: Major IT projects have a high degree of complexity due to new technology, the myriad interfaces with other systems, data conversion, or because project teams have to compete for resources with other projects.
Weak ‘ownership’: Large projects often have multiple executives, each with slightly different agendas as stakeholders. The executives have different expectations of the project’s benefits and options, which are at times incompatible.
Governance: People accept that lack of governance is a major reason for the failure of a project. However, most large projects have the exact opposite problem; there is too much bureaucracy.
Large IT projects fail for a variety of reasons, and while there are a host of ways to mitigate these failures. The biggest and best way is to work with a solution delivery specialist like GT Business; who will help your company ‘think big and act small’. The GT Business methodology will ensure the ERP Software project stays on-track and leads to a successful outcome.
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