However, something strange happens during implementation. Inevitably, the business identifies one or more things that the software doesn’t do quite right, so they request to make just one minor change to the way the software is designed. Of course, this is a slippery slope, and one minor change to the software code typically leads to several more.
Articles in category: Change Management
The mine of the future is coming. It will be digital, more constrained, and it will require a greater investment in leading edge technology. "The good times are gone," said Barloworld Equipment Information Bureau Officer, JP Briggs, who outlined how mines of the future would have to drill deeper, under increased safety and environmental regulations.
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In a global mobile environment, organisations are looking for ERP systems that do more than integrate with a legacy system. But with so many solutions available, how do you choose the software that's right for your enterprise? IT executives and ERP experts offer 11 tips to get a return on your software investment.(Read Full Article)
Training and communication are each integral parts of an organisational change management initiative undertaken in conjunction with ERP implementation. While many organisations like to distinguish between these two components, they naturally overlap. Training can even be thought of as a communication tactic in itself.(Read Full Article)
Complicated multinational reporting requirements, inter-company eliminations, multiple disparate ledgers, and time-consuming reporting practices – if any of these characterize your financial consolidation process, it might be time for an overhaul. I know of which I speak – at Citrix, we faced more than one of these challenges. The remedy: a complete overhaul of our consolidation system processes. The results: A lot of learning… and a few surprises along the way.(Read Full Article)
One of the interesting takeaways from the 2013 ERP Report released earlier this year is the apparent confusion between the perceived success and actual results of ERP implementations. While most ERP projects still take longer than expected, cost more than expected and fail to deliver expected business benefits, our research indicates that most organisations are still generally satisfied with their ERP implementations.(Read Full Article)
Everyone is talking about “Big Data,” but what they really want are “Big Insights.” To realize significant insights requires an effective analytic strategy. Many companies believe they have an analytic strategy when what they actually have is an architecture, which is important but certainly not all you need. An analytic strategy requires continuous strategic and tactical business alignment, defining and updating your analytic strategy in view of your business goals and objectives, and analyzing and updating your current analytic roles, analytic skills..(Read Full Article)
Companies that don't take advantage of content accelerators when deploying SAP Solution Manager software are missing out, writes Tony de Thomasis.(Read Full Article)
Cloud ERP software is not necessarily easier to implement or easier to use than on-premise systems but one thing is certain: when implemented properly, cloud ERP software can save organisations money in many cases. Cost savings in the form of reduced IT staffing and reduced hardware expenditures are just two of the benefits.(Read Full Article)
When a coach chooses players for a winning team, he or she has very specific criteria in mind. When ERP project managers choose team members they too should be looking for specific traits and skills. Although coaches and project managers have very different goals, they do have one thing in common: they both want to win.(Read Full Article)
Unless you have a very specific goal in mind, “success” and “failure” can be pretty nebulous terms. In many situations, the contrast between success and failure is black and white but when it comes to an ERP implementation, the vast number of key performance indicators (KPIs) can make this assessment both time-consuming and hard to understand.(Read Full Article)
Executive buy-in and support is one of the key success factors for any ERP implementation. Without it, your ERP project has very little chance of success. With it, your initiative has the ability to completely transform your business.(Read Full Article)
The manual process of expense reporting is a thing of the past. In its place stands ERP software with mobile functionality that facilitates efficient and accurate expense reporting via smartphones and tablets. Mobile expense reporting is more than a trendy discussion topic among industry experts – it’s quickly becoming a reality for thousands of organisations.(Read Full Article)
A successful ERP implementation requires a focused and dedicated project team that understands the importance of defining “current state” and “future state” business processes. Organizations that define business processes before software selection are less likely to lose sight of the big picture of benefits realization because they recognize the role that business processes play in.(Read Full Article)
CIOs that imbed analytics in their companies generate 1.6% more revenue (source: IBM) than industry peers. This significant value creation is possible because these leading companies are able to exploit the large volumes of data their employees require to make smarter, timely decisions.(Read Full Article)
Running an ERP implementation can be like taming a monster. Options for configuration are typically in the hundreds or thousands, data migration is often a nightmare, and customization and integration can quickly derail any project. These are just a few contributing root causes of summary data outlined in our 2012 ERP Report.(Read Full Article)
Most in the ERP industry agree that software consultants can play a major role in helping their clients successfully implement a new ERP package. While some consulting firms have more expertise than others do, at least most firms try to operate with their client’s best interest in mind.
However, there are many firms within the ERP industry that are outright thieves. They will not hesitate to take advantage of their clients in order to pad their own wallets. In fact, some firms are so good at this it has become part of their standard operating procedures.(Read Full Article)
For the last two decades, software development and delivery in the enterprise has followed a fairly predictable model. A need arises to improve a process, requirements are gathered from a various stakeholders, a feature spec is developed based on those requirements, code is developed and tested and the feature is launched.
But the times have changed. Enabled by the cloud, consumer-facing Web companies have pioneered a new framework for developing and delivering technology, and it’s quickly being replicated in the enterprise.(Read Full Article)
When it comes to ERP systems, the word “customisation” is one of the most dreaded terms that an executive hears. There will always be configuration and personalisation, which every ERP implementation requires, but when it comes to heavy-duty changes to the software, most executives don’t want to hear about it.
When it comes to ERP systems, the word “customization” is one of the most dreaded terms that an executive hears. In fact, I would estimate that at least 90-percent of Panorama’s ERP selection clients indicate a strong preference for zero or no customization. In other words, most CIOs and CFOs want to use the system out of the box without making any changes to the software code. There will always be configuration and personalization, which every ERP implementation requires, but when it comes to heavy-duty changes to the software, most executives don’t want to hear about it.(Read Full Article)
ERP implementations are tough. By the time executives and project team members get to the end of the implementation, they are often ready to throw in the towel and end the pain, risk and disruption created by the deployment.(Read Full Article)
Businesses that implement ERP systems have nothing but good intentions when deciding to reengineer business processes and alter IT infrastructure. Unfortunately, employees sometimes overlook this good intent and focus solely on the consequences: new business processes means they must learn new procedures which means they must fumble through unfamiliar territory to get their work done.(Read Full Article)
A successful ERP implementation requires strong leadership, vision and strategy. Unfortunately, many executives choose not to be involved in ERP projects for a variety of reasons. Yet, it is executives who possess the kind of vision necessary to lead ERP project teams toward success. The potential reasons for disengagement are many..(Read Full Article)
You come across it all the time. You read it on the ERP vendor websites, you hear it from ERP software sales reps, and you see it in proposals: “Don’t worry about business process reengineering – our ERP software will tell you how your processes should work.”(Read Full Article)
In a Churchill Club session featuring SAP Co-CEO Bill McDermott and management guru and venture capitalist Geoff Moore. The conversation didn’t include any breaking news, but it did offer some useful insights on McDermott – the least German leader SAP has ever had – and some clear information on what’s going on at SAP - with a target of reaching a billion users by 2015(Read Full Article)