According to Johani Marais, country manager of HansaWorld, ensuring your ERP projects are delivered on time, on deadline and with budget requires stringent project management, that needs to start with a healthy dose of realism. She stresses that good project managers are typically not the most popular people in the office:
“That’s because ERP projects are, by their very definition, complex and very demanding on all who participate in them. The benefits of a good ERP solution are abundantly clear, but getting to those benefits is rarely a simple or pleasant journey,” Marais says. Marais is adamant that, at the start of such initiatives, the project manager has to make certain allowances where, especially, budgets and time are concerned. “These projects tend to be lengthy; even six or eight months is a long time. Anticipate that people will get sick, the unexpected will crop up, and the addition of new features or modules that were never part of the initial plan may well become necessary some way into the project,” she says.
The article concludes with a quote from Marais, “Certainly, a thick skin is required, as is a good deal of firm diplomacy. But the project manager must accept that their gambit is not to win friends. It is to deliver successful ERP projects.” This article offers a great deal of insight, from a professional with plentiful relevant experience.