Part 1 in this series “The Case of the Failed ERP Implementation” introduced us to Mountain States Entertainment Corporation (MSEC), who, by process of committee, selected and deployed a new ERP system during the summer of 2010. By the end of that same year the implementation had failed. (refer to Part 1- Jan 18th blog post for additional background)
Who is to blame for this ERP implementation failure? That is for you to decide!
In each blog, a different committee member provided input regarding their role in this fiasco. We have heard from them all: assistant controller Julian, staff accountant Dimitri, project manager Consuela and finally the controller Troy – who in preparation for the ERP implementation, compiled a detailed list of key business processes and reporting requirements.
(You) The jury’s unanimous verdict:: Troy is Innocent! Proper upfront planning and discovery will result in the successful deployment of an ERP system like Microsoft Dynamics GP and minimize the chances of failure.
Consuela – Guilty of implementation failure for not using an effective implementation methodology, such as Microsoft Dynamics Sure Step, to manage the ERP deployment.
Dimitri – Guilty of implementation failure for trying to teach himself the new system and not obtaining adequate and structured training.
Julian – Guilty of implementation failure for not identifying business process requirements upfront and assuming the ERP solution was “one size fits all”.
Thanks to the jury for your verdicts. Case closed!
By: The Knaster Technology Group, Colorado based Microsoft Gold Certified Partner