How and why the general perception of ERP failure matters.

The general perception of ERP failure begins with establishing an understanding of the commonly perceived nature of ERP project failure. This is necessary because company executives, business analysts, and project managers must understand that (and understand why) the generally perceived symptoms, reasons, and causes of ERP failure represent an unhelpful view of the problem if our purpose is to prevent them. Concentrating on individual symptoms results in a piecemeal approach that fails to address the root causes of failure, yet these symptoms are real, and they are the terms in which ERP failure is usually discussed.

The Symptoms, Reasons, and Causes of ERP failure E-book  can be down loaded free from our web site. In the E-book, we discuss ERP projects mostly in terms of failure. This may seem counter intuitive and pessimistic. It isn’t. Our purpose here is to demonstrate a thorough understanding of ERP failure in the manner in which it is commonly discussed which is in terms of encouraging success through prevention of specific symptoms of failure.

A project can only be deemed successful when its critical expectations have been defined as business requirements in all phases of the project and documented in a Statement of Work (SOW) to ensure they are met by consultants, ERP vendors or solution providers.