IQMS, vendor of EnterpriseIQ ERP for repetitive manufacturers, has released a whitepaper defining some of the benefits of a fully integrated, single database system to manage both traditional ERP and shop floor requirements.
Among other things, this whitepaper discusses the following:
It doesn’t matter how fancy your ERP system is. It doesn’t matter how closely the system’s capabilities match your company’s needs. It doesn’t matter that the ERP system is SaaS, comes with the latest flavors of business intelligence, or can be used by mobile workforces on their smartphones. No, none of this matters if the system isn’t implemented correctly.
With all of the recent marketing hype surrounding SaaS ERP, you might be surprised to learn that it only commands 7% of the 2011 global ERP market share by software sales. According to a July, 2011 report by Gartner Research, this translates to a roughly $1.7 billion (U.S.) slice of the $24.3 billion ERP software pie.
Last week, I introduced you to using Milestone Deliverables - our firm's proprietary ERP project management methodology - to drive ERP implementation success. We covered the importance of ERP project planning, business process mapping and systems testing. In this post, I cover three additional key drivers of ERP implementation success:
Our firm developed the Milestone Deliverables ERP implementation project management methodology over a 33-year period. It is now used to deliver ERP success in more than 40 countries. This short series of articles is designed to introduce you to the key components of our methodology - the components that are necessary to drive ERP implementation success. This first article focuses on the importance of project planning, business process mapping and system testing.
If your organization is planning to implement ERP software without restructuring its operations, you can stop reading right now. In fact, you may as well take the money you're planning to spend on the project and throw it in the bin.
In its September 2011 issue, the Harvard Business Review (HBR) featured an article on IT project failures, Why Your IT Project May Be Riskier Than You Think. As an example of an IT project failure, the authors discuss how Levi-Strauss’ $5 million ERP project morphed into monstrous losses of $200 million.
The current economic climate is causing many organizations to rethink their ERP projects - whether selection, implementation or optimization. Many businesses are now hesitating because they're no longer sure that it's in their best interests to fund the projects or to divert precious human capital resources.