“We only have so much money for our ERP replacement, so we need to decide what to cut out before we go any further.” Tensions are rising, division is imminent, and for the first time the team begins to question each other’s intentions. The emotions are there, they may not be showing – yet, but someone has to give up something and no one wants to be the first to give up what they feel they need to improve their area of responsibility.

Now the questions start turning to others instead of yourself. When the project first started, the questions/comments sounded like this:

  • I think what we need is…
  • What we’re hoping to gain and improve…
  • This has to be in the package in order for us to succeed…

Now they sound more like:

  • Are you sure this is a must have for your group?
  • Can’t you just keep doing what you been doing until we have time and money to modify?
  • What if you did it this way instead of that way? (the way the software does it, “best practices”)

Right about now, anyone that has ever gone through a software selection is smiling remembering these conversations. But obviously the smile isn’t because it was funny at the time. These are tough decisions and with emotions beginning to play a role, it’s difficult to get an objective view on what actually does have the highest impact on the company’s top and/or bottom line. The individual emotional connection to the wants/needs won’t change but bringing in your PMO or outside assistance can help defer some of those emotions and provide a real world objective view on what processes could bring the best benefits.

An experienced implementation team that has developed hundreds or even thousands of KPI’s over many years can inject a viewpoint probably not seen or noticed by those emotionally involved. Then of course, once decisions are narrowed down and people begin to realize they’re not going to get everything they want, they begin to question their role and purpose on the team.

Selection and implementation is a team game. The only winner can be the company, not an individual or group of individuals. We’ll continue down this path on our next post.

Clark Green

Clark brings a deep level of experience with ERP companies to KnowledgePath Consulting. He has strong leadership skills, and demonstrated success in manufacturing, supply chain, business unit, and operations performance in multiple industries.