|A b s t r a c t|
|Organization:||Navigator Management Partners|
|Biographical Sketch:||Ocie Anderson is a Director of Consulting Services for Navigator Management Partners, a management and information technology consultancy. He is a supply chain and ERP implementation professional, with over 15 years of experience implementing JD Edwards and Oracle Value Chain Planning with firms such as Deloitte, IBM, and Arthur Anderson. While at Deloitte, he and his team won the Oracle North American Titan Award for Consumer and Retail Industry Solution. Prior to consulting, Ocie worked for General Motors as an Industrial Engineer. He is a graduate of the Georgia Institute of Technology with a bachelor's and Purdue University with a master's, both in industrial engineering. Ocie is an expansive thinker with an outstanding record of delivering innovative business solutions and facilitating complex system implementations through the integration of business process and technology.|
|Title:||Top Six Factors for ERP Success|
When most people think about factors for ERP success, they focus on the technical aspects of a project that highlight failure when mismanaged such as: too much scope, not enough time, too few resources, poor quality, high risks, extensive customizations, poor testing and training, etc. While these issues require our attention, we should go deeper to get to the root causes of problems on ERP projects. For example, minimizing and eliminating customizations are often cited as a success factor for ERP projects. Customizations should be viewed through the lens of business value. If there is significant business value (efficiency or competitive edge) and the team has collaborated and determined that the best option to attain that value is a customization, then it should not be a problem. It should be included in the scope and have adequate resources allocated to design, build, and test properly. Prolific or extensive customizations occur when there is no clear direction for the team on how to define business value, or the business and solution requirements to attain them.
Based on my experience, the following are the top six factors for ERP Success:
1. ENGAGED executive sponsorship
2. EXPERIENCED implementation team
3. ALIGNING scope and expectations
4. COLLABORATION between implementation partners
5. DEFINING the business value for ERP
6. LEADERSHIP through organizational change
I look forward to going deeper into each of these factors and discussing how to minimize risk and maximize the opportunity for success on ERP implementation projects.
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