These are very typical mistakes — they are costly and avoidable

We know where the landmines are in implementation projects. Our methods, fine-tuned in over 1800 projects, systematically avoid these costly mistakes.

(Have this list handy when making any major decisions in your implementation project
—it will positively influence your path. Download Graphic Version)

Top Ten Enterprise Software Implementation Landmines

1.  Trying to implement the wrong software
Many selections are based on emotions and subjective information. Whether the problem is missing functionality, scalability, or a dying product, it is difficult to escape a poor end result with the wrong software.

2.  Lack of effective management support
Implementing enterprise software is one of the most complex and risky events a business will undertake—therefore management must become educated on what support is needed and then provide it.

3.  Wrong project team and/or leadership
The implementation team must include persons who know the business well, the software type being implemented, and have the authority, capacity, and strength to keep the project on track. 

4.  Poor planning before implementation
A comprehensive and prioritized requirements list is critical for success, followed by an audit of the software's ability to meet requirements and the identification of business process and political obstacles.

5.  Inappropriate and costly software customizing
Move your processes in line with the software when appropriate and practical. Educate resistant users who want the software to work as it always has.

6.  Unprepared and fearful system users
Change is typically feared—so prepare users for the positive aspects of new enterprise software and how it benefits all involved. Deliver training tailored to your needs and explain the principles behind software functions. 

7.  Inadequate hardware/network infrastructure
Enterprise software availability, reliability, scalability, and other related measures are primarily a function of hardware and network infrastructure and maintenance practices. Have a solid and professional plan in effect.

8.  Failed expectations of executives and users
Expectations of software capabilities and project progress are high. The structure and discipline to reach them are also high. Dashed expectations typically lead to uncoordinated extra work and/or project malaise.

9.  Excessive dependence on consultants
The bulk of the planning and execution necessary for success should be owned and conducted by your company. Tactical application of external brainpower is appropriate, but too much dependence on consultants is counter productive.

10.  Lack of hard goals, structure, and metrics
The old adage, “If it cannot be measured, it cannot be controlled,” is true in this situation. Track and resolve obstacles, set critical success factors and functionality goals, and stay on schedule—least you slide into paralyses.

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