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Reprinted from 290863939 at 16:48 on April 18, 2010 Reading (loading. ..) Comments (0) Category: SAP space
If you are considering the implementation of SAP's R / 3 products, then you better look out: This is not a mechanical change. A general value of 50 billion company may, for this project in the software,
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misunderstanding: that the system can run as long as the project was over
Deloitte Consulting responsible for the great customer service SAP partner Clive Weightman said: too many companies that the SAP implementation project has a clear beginning and clear end. We believe that the ERP should be running the day as the beginning of another phase of the project, rather than the end of the project.
Diagonal
Pennsylvania consulting firm the absence of a recent client system is running well after the program had to hire consultants for additional six months of on-site guidance. In this regard, Diagonal Consulting Leader Paul Krant,
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Myth: there is no development of business case
not just because that needs a CIO ERP software to hastily start a SAP project. On the basis of such a move is very dangerous, while its costs and expensive. U.S. consulting firm Accenture SAP project leader Mark Willford that: \
risk no business use case is that you will project as a common SAP software implementation projects, but not to play a SAP business process re-engineering business processes of potential improvements. North America's SAP consulting firm BearingPoint project leader Michael King said: \\
Myth: there is no staff to provide the best implementation team
Michael King said he often saw SAP as a rubbish dump project team, customers do not know how to dispose of some of its personnel have thrown the project team. However, if the business process re-engineering for the company,
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Myth: by blending with the Company is not a solution
this, Clive Weightman gave the example of an international chemical company. The company already is running non-centralized manner, and to project into focus by way of SAP, the result has been a thorough implementation of defeat. Technically, SAP's technology is fully capable of the company together. \revelation is, not to technology as a tool to change the corporate culture. \
Myth: hire inexperienced consultants
Paul Krant member of the Advisory Group recommended that novice and skilled personnel should be a balanced portfolio. He said: \. the company is best consultants in advance look at the resume, identify project team with experienced people to participate. \
Myth: insufficient training of users on the system
Diagonal Paul Scherer, president of consulting firm, said that this error will result in system operation, the consultants have left several months of on-site guidance. Without adequate training, employees will follow their own way of doing things,
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Seven Mistakes: Can not control \
many companies before they start the project will create a business case, but then they will because the ERP software has some other features, and add these features to the project scope at random and come. They never think back to the original business case, think about \change may have been a very small change, but together these changes might make the project over budget, behind schedule time, or even worse - the final did not produce any expected benefits. \
eight errors: the SAP project as a technical project
Clive Weightman that a SAP implementation project involving people, processes, technology balance. 90% if the implementation team and technical personnel, and no representatives of the various business units, then the final result may be the technical implementation of a utopian project, the company will not help enhance their competitiveness. This sounds very clear, but there are still many companies make this mistake.
Mistakes Nine: ignore the recommendations of the system integrator
Clive Weightman said he had to do consulting for a chemical company. The chemical company was the third time the SAP is being implemented, so Clive Weightman that the company is very experienced. But that is not the case. Although the project system integrator in the global implementation done many similar projects, all of the experience two times the absolute than the implementation of the company much more experience, but the chemical companies did not adopt their recommendations. The results of this project than expected time delay for five months to complete, and significantly more than the budget, the company also lost five months of business profits.
Ten Mistakes
: Block implementation of SAP
many companies trying to project through a phased implementation of SAP to quickly gain a competitive advantage. For example, the first implementation of financial modules, and implementation of the human resources module, followed by sales module, and so on. However, this can not be good to get a final integrated system. Because you're ready to proceed to the next phase of implementation, you have been to some of the previous stage of the definition of bound hand and foot. In this case, you have to work on stage in front of large changes, with the latter stages to enable them to effectively integrate the module. In this case, Clive Weightman suggestion: \>
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