Many decision-makers often commit the mistake of undermining the costs of job card software implementation, which are not limited to the hardware or software needed. A successful implementation also needs competent IT staff. Limiting implementation budgets could result in rollout failure.
In 2009, the city of San Diego, California terminated its contract with Axon, claiming its project management practices are systematically deficient. Another reason for the fallout was the fact that the project was already running above budget by $11 million. Clearly, the city may have overlooked the huge costs associated with the project.
What to do: Executives should consider their hvac service software budgets along with the individuals involved in the process.
- Outright implementation
Given the complexity of ehs software platforms, quickly identifying requirements for implementation, conducting user training and activating such systems just can’t be done in a single sweep. This implementation model has been found to be ineffective with more successful organizations opting to take a slower but more efficient approach, which involves gradual implementation.
The case of Target Canada exemplifies the problem of outright implementation. Thinking that new infrastructure would prevent problems associated with data conversion as no old data are to be imported, the company went on to implement a new system. However, a subsequent collapse of the company’s supply chain was traced to erroneous fresh data entered manually by inexperienced personnel. Data accuracy in the system was found to be only 30%.
What to do: Take your ngo accounting software implementation one step at a time. Make sure that key requirements are met, along with required employee training.
- Disregard for managing change
Any field service management software implementation should never be without the element of change management. All stakeholders in such an undertaking must be able to meet the challenges of managing change. Areas where change management could effect organizational change include employees, technology and processes, which can lead to the positive transformation of any business.
What to do: Undue focus on technology that is meant to improve processes is not enough, human resource and strategic planning likewise need to be considered.
- Being taken in by tool features
Sure, the importance of platform features can never be discounted but one also has to consider a platform’s track record, flexibility and capability to integrate with other systems, among others. These are apart from answering the question, will it be able to provide your ERP Software requirements?
Cleveland State University had a brush with a system like this. The institution sued PeopleSoft, citing faulty installation of its ERP apps. The case involved breach of contract and negligent representation, to name some. This just goes to show that no amount of add-on tools and features can ever replace a proper ERP solution.
What to do: Take time to fully evaluate a prospective platform’s ERP capabilities first before deciding on one.
- Lack of investment/support for implementation team
One of the most important phases of CRM Software implementation is the allocation of time and resources to the implementation team. The right individuals who have decision-making powers are required for such an undertaking. However, this means that members of the team would have to contend with the reassignment of tasks, which often comes with the implementation process. This may very well determine the success or failure of any ERP implementation. Decision-makers must be sensitive to the needs of their ERP teams.
This is exactly what happened to Select Comfort’s $20-million ERP rollout. The company was forced to put the project on hold under pressure from impatient shareholders. A shareholder’s SEC filing described the issue as something that stemmed from poor judgment by management.
What to do: Ample time and resources must be given to your ERPNext implementation team for a project to be successful.
- Poor communication
Lack of communication, especially among corporate departments can adversely impact any manufacturing software implementation. This can be avoided through the creation of a communication plan for all project phases. A small team made up of personnel from across all departments, which are most likely to be affected by the solution should likewise be put up.
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