In Predicting ERP Implementation Success, Pigs Rule!
Posted by Joe Taylor on Wed, Apr 15, 2009
I have been doing ERP system implementations for 35 years, and I'm still discovering new variations that can significantly affect a project's success. Early in my career, I wrote a paper called the "Seven Elements in a Successful Computer System." It is still a relevant paper today, but with all kinds of variations.
The most important element in the system is still what I call the "System Administrator" or the person who is responsible for and committed to the success of the project. Without a dedicated and competent project manager working for the client, the project has virtually no possibility of success.
Over the years I've taken a different approach to the element of "Training and Implementation Support." I've changed the word "Training" to "Learning" to emphasize where the bulk of the responsibility resides. It's like a college class - out of a class of 30 will be 5 or 6 kids that will earn an "A," 4 or 5 who will earn an "F" and some in between. But the "trainer" is the same person for all of them. So I like to focus on providing an environment in which client personnel can readily learn and make it clear that it's their responsibility to do so.
A third element is the dramatic difference between a "fixed price" implementation project and one priced by the hour. In a fixed price implementation, the client team often has insufficient motivation to take the necessary responsibility for the success of the project. And the owner, unless s/he is deeply involved in the project, often doesn't care or even want to hear about it. S/he just wants the project done, done right, on time and on budget. No chance. In these situations, the client will never end up happy.
But the hardest part is determining before the project begins whether the "client system administrator" will be effective. It's not enough that the client has a Controller - in the early years that was our primary determining factor. The key is the acceptance of responsibility by a competent client project manager - in the terminology of scrum software development methodology, a "pig" - a person committed to the success of the project and competent to do the work. (As with a bacon-and-egg breakfast, a "chicken" is "involved" in the project, but a pig is committed.) This structure and concept can be made clear before the project begins and everyone can agree on it, but how can his/her level of competence and commitment be pre-determined? It's not easy, that much I've learned.
What's your experience? Have you known pigs and chickens in your company? How can a pig's competence and commitment be measured before the project begins?