Project

Panorama ERP diagnostic and Assessment

  • Reading time:1 min read

image Panorama Consulting Group, the authors of the ERP report, have just made available two interesting tools: ERP Quick Diagnostic, and ERP Readiness Assessment.

According to their website, if you are “in the early stages of selecting a new ERP software or if you’ve already completed your project, our ERP Quick Diagnostic will help you benchmark with other ERP projects across the globe”.

On the other hand, if you are thinking about starting an ERP project, you can take advantage of the ERP Readiness Assessment which can “determine how ready you really are for ERP”.

All in all, two simple online tools which can help you understand how well your ERP project is going or completed, or what can you expect if you decide to venture into one. Click here to check this out.

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5 steps to implement ERP the Agile way

  • Reading time:4 mins read

Roadside waterfall by digitaldust In my previous post I’ve (what, again?) shared some statistics about success and failure rates of software projects in general and ERP projects specifically. It seems that ERP projects fare somewhat worse than generic software projects, which I stated might have a lot to do with how requirements are handled.

Agile is an unpopular word in ERP world. We, the ERP people, love the glory and the thunder of The Waterfall. It has worked for us since forever, after all. Yes, we’ve all seen it fail every so often, but we’ve learned to learn from failure, and we know there is no better approach. Don’t we?

Frankly, I am not completely sure we do.

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Panorama’s ERP Report reveals important facts

  • Reading time:3 mins read

For a long time, the ruler of project reports was Standish Group’s (in)famous Chaos report, which analyzed IT project success/failure factors. While many of the Chaos report’s findings applied to ERP implementation, the report as a whole was primarily about software development projects. And as we all know, implementing ERP is not the same thing as software development. Hopefully.

Panorama Consulting Group, an independent ERP consulting firm from Denver, Colorado, has conducted a market research in 2008, that explains ERP implementation project success factors and reveals some interesting metrics about real ERP costs, duration and benefits. Finally, we have a decent ERP project report, which reveals some important facts about Microsoft Dynamics.

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A look back: February 2009

  • Reading time:7 mins read

Another month is over, and in my recently established tradition, I’m taking a look back at the past month to give you an overview of developments around NavigateIntoSuccess.com.

This was both a great month, and a rough month for me. Rough, because I had terrible hosting issues, and great because in spite of that, you visited this blog regularly and engaged in discussions more than ever before. Thanks!

So, let’s take a short overview of what this blog did in February 2009.

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How to prevent failure: project education

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According to Standish Group, top causes of failed IT project are these:

  • lack of end-user engagement,
  • unclear specification,
  • changes in scope,
  • lack of management support,
  • lack of planning,
  • unrealistic and unclear goals.

I haven’t seen too many failed Microsoft Dynamics NAV implementation projects, but those that I did see fail, have failed precisely for a selection of these reasons.

Take a closer look at the list above. Doesn’t it seem that the blame lays mostly on the customer? But is it really customer’s fault?

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We don’t wear shoes, we use footwear!

  • Reading time:6 mins read

(A short, almost pointless rant about PMBOK vs. Sure Step nonsense)

Once, while preparing an important RFP response, a partner told me they don’t use Sure Step because they use PMI methodology. This made my toenails curl up—when people tell me they are using PMI methodology, they in fact tell me they are using no methodology at all. It’s simple:

  1. There is no such thing as PMI methodology
  2. Anybody familiar with PMI should know that

Another time a partner told me they preferred PMBOK to Sure Step. Now, while this was a better argument, it was still very much wrong. As if they told me they don’t wear shoes, because they wear footwear.

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Business case – do I eat it or?

  • Reading time:7 mins read

It’s a well known fact that IT projects fail every so often. Standish Group has been researching the success and failure factors of IT projects for a decade and a half, and they publish their results in their CHAOS report every two years or so. According to their 2006 report, only about 35% of projects can be categorized as successful, while 65% are declared unsuccessful. In this report, word unsuccessful can mean anything from exceeding time and/or budget (46% of projects) or failing altogether (19% of them). With such a huge proportion of projects going astray, maybe there was something wrong with these projects from the very beginning. Were the time and budget unrealistic? Were the project requirements, or even objectives, unrealistic? Maybe. Or maybe not. How can you tell?

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