Learning from failed ERP Implementations
While Enterprise Systems have the potential to offer benefits beyond Traditional legacy systems, many organizations report that these have been less successful than originally anticipated. The difficulties of successfully implplementing Enterprise system implementation & it’s dependence on critical success factors is what we are attempting to find out in this paper.
At the outset it’s apparent that Enterprise Systems are perceived as more effective and efficient ways of business processes by means of pre-engineered packaged software application, the stated goals of adopting Enterprise Systems are to obtain organizational benefits such as lower inventory costs and shorter cycle times Thus, Enterprise Systems tend to impose a specific logic of doing business, which is particularly shaped by the "best practices" By adopting a process orientation and consequently integrating it with the system Business ‘Hope’ that it would work. Too often, project managers focus on the technical and Financial aspects of a project and neglect to take into account the non-technical issues the ‘Critical Success factors’ & also the interrelationships leading to project success or failure. Overall problem is to understand why even best of breed ERP implementations fail, despite of best minds & best planners spending years to implement the state of the art systems at various businesses.
So the question remains…..