Synergy Consultants recently completed a 10 day system and process review for a large organisation in Kuwait.
ERP Projects have to deliver an initial return on investment (ROI) to justify the cost and be considered successful. Business drivers for ERP projects may be:
statutory and compliance reasons
customer imposed e.g, for new services or to integrate with their systems,
to meet new competition,
to offer new services,
to enhance customer service, brand advocacy and loyalty
to extend erp into crm for pipeline management and social media engagement
to leverage new technology to streamline and to automate professes to get cost reduction and improvements in efficiency
to provide enhanced business analytics for better informed and more timely decision making
to increase agility and responsiveness
to support enterprise wide processes across multiple platforms rather than by function within the office network
This should lead organizations to focus on Business Process Management (BPM) as part of their ERP project, focusing on improving business processes to become more modern and efficient as well as providing an ability to execute and continuously improve.
Don’t forget the end users of the solution – the desired business value will only be achieved with successful execution of the ERP Project.
– Low end user adoption is a greater driver of value leakage than both flawed IT project execution and technology to business misalignment.
– Change management is a critical component of a successful project. Without effective change management, including business process documentation and process-driven training, the desired business benefits will not be fully realised.
Today’s businesses are increasingly complex, composed of a growing number of employees, locations, business processes and business systems. With this complexity, there is an even greater need to ensure that the appropriate due diligence is completed when assessing an ERP project to ensure ongoing stakeholder value is delivered.
