“But what if I’m executive management? What if I’m the guy that’s disappointed with the progress of our ERP replacement?” Let’s step back a second and take a look at the last few posts about ERP replacement. They are focused on larger corporations with levels of management.

Even if you’re “The Guy” the struggles exist. Maybe not with bunches of team members and levels of management to scrutinize the process and progress, but these things are going on in your head. Also, regardless of the organizations size, no one person should shoulder this amount of responsibility. These systems will absolutely make or break any size company. There have been thousands of articles written of both small and fortune 500 companies that have either lost their business or came very close to it based on poor systems implementations. Even if you’re the owner of the company you should not be handling the majority of the decision making and implementation. These projects live and die with all levels of employees “buying into the project”.

Re-evaluating where you are on any project is always a good thing but especially when things seem to get stuck in the mud. Here’re some things that will help get any project moving again:

  • Creating lists of positives and negatives creates a sense of progress because you realize how far you’ve come since the project started.
  • Asking yourself and your team members the same questions that were mentioned in the previous post should be standard practice with fixed review dates.
  • Ask each other how they’re keeping up with their “regular job” as well as the system selection. They might be part of your team but they’re also part of someone else’s team and negative pressure can hurt performance.
  • At least once a month review where you’ve been, where you are and where you’re going.

People see cadence and routine as normal behavior and even with new projects there has to be some predictability. Obviously if there’s too much repetition that’s when people feel they’re in a rut so there has to be substantial progress with a good balance of regular assessment.

Remember, big or small company, large or little team size; review, routine and road map are the “3R’s” to a successful project team. We’ll get back to finishing up the search next.

Categories: ERP

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.