Two reasons for examining the usually stated symptoms of ERP project failure.

One reason for examining the usually stated symptoms of ERP project failure in some detail is to become familiar with the most commonly reported symptoms of ERP failure and show that they are best expressed as unmet critical expectations. The symptoms we list in our E-book  are a long way from any company’s full set of critical expectations, and many of these symptoms are too abstract to be managed effectively as concrete expectations without being broken down further. But every ERP project is threatened with at least as many unmet critical expectations as there are commonly reported symptoms of ERP failure.

There is a second reason for reviewing the generally accepted symptoms of ERP failure. This one is a business reason. Your project team, key stakeholders, or project manager will already have heard of most of these symptoms; however, they need to demonstrate they have a handle on them. Furthermore, your company will be solicited by sellers, consultants and ERP system vendors themselves who will promise that their unique system evaluation or implementation methodologies uniquely address and prevent all of these failures–if only your company will turn control of the project over to them. Your company’s project team, key stakeholders, or project manager must be armed with the understanding required to resist such promises.

Download our free E-Book; The Symptoms, Reasons, and Causes for ERP project failures from our web site: www.adaptivegrowth.com