Four Questions About Change Management and ERP
1 – What is an instance of an ERP undertaking impacted by poor change administration?
For lasting change, the ERP undertaking emphasis have to be on individuals and processes. Success follows from a structured, purposeful strategy aimed to assist transition individuals, groups, and organizations from their present state to the specified future state.
As an instance of a undertaking impacted by poor change administration, a $100 million international medical testing gear manufacturer was seeking to restart a failed Enterprise Resource Planning (ERP) selection and implementation undertaking. The firm was grappling with this failed undertaking for greater than eight years – one of many lengthiest “failures” we’ve seen!
The authentic ERP selection was carried out with out an agreed to future state which was a key misstep. Also missing was a constant path to the project group concerning the targets of the undertaking – was it to easily duplicate present processes or drive finest practices to a desired “future state?”
Multiple elements mixed to decelerate and ultimately halt the ERP undertaking, together with lack of coordinated group actions which resulted in siloed choice making. Project staffing was additionally a contributing challenge. The core undertaking group didn’t have the correct allocation of time or sources to work successfully.
Apagen was known as in to assist mitigate these “people-related” points with nice success. Read extra about change administration and ERP classes realized.
2 – What is a “low hanging fruit” simple win that corporations usually miss in change administration?
First off, Apagen feels very strongly that change administration or management is not only a section. Instead, change administration have to be woven into the material of methodology, and constructed into undertaking plan and staff tradition all through each section of a technology project. It’s key to be repeatedly conscious of change promoters, adopters, influencers, and resistors as they transition from present to the longer term state.
That mentioned, among the best and only methods is to take the time to ascertain an ERP undertaking constitution. A undertaking constitution is the ERP group’s concise assertion of core targets, goals and intent. A constitution serves because the “map” for all the things that comes subsequent.
The constitution outlines the compelling enterprise case for change and solutions the query: “We are doing this project because of….” Everyone have to be aligned and intimately conversant in the enterprise case and the imaginative and prescient of the project. Unfortunately, this basic and foundational step is commonly missed.
3 – For technology leaders, what’s the most vital blind spot of change administration or management?
A brand new technology selection and implementation normally entails some shifting of roles or reallocation of labour. Some ERP users will discover they’ve extra to do beneath the new ERP system. Others will discover their duties decreased. Both of these conditions will be unsettling to staff.
Thus, a key “blind spot” is when management misdirects the undertaking emphasis on know-how, similar to infrastructure, knowledge, options/features and different technological issues, with out contemplating the total scope of change – individuals, process and technology.
To overcome this blind spot, it’s crucial to persistently talk the “Why” of the undertaking with ongoing training to construct the inspiration to assist handle change.
Take the wanted time to ascertain the undertaking group, the sources, the method and organizational dedication to make sure that workers can operate as “change agents” throughout the firm as opposed to those who block or resistance to alter. Listen to an ERP Podcast about project roles and duties.
4 – What is an “early warning signal” that an IT project is more likely to produce poor outcomes?
Turning to the instance of the $100 million international medical testing gear manufacturer cited earlier, the early warning signal on this explicit undertaking was an absence of a Future State imaginative and prescient.
All the key stakeholders concerned within the failed project, which limped alongside for eight years, by no means achieved constant alignment as to the imaginative and prescient, targets, or the desired Future State imaginative and prescient which ought to have outlined future enterprise processes, a future system context, and a long-range transformation plan.
This concern may have been resolved if the undertaking focus was enterprise process enchancment on the very begin.