Articles in category: Project Management
Another year has nearly flown by already. In 2013, much in the ERP software industry stayed the same but plenty of things changed as well. In terms of things that haven’t changed in the past year, ERP failure continued rearing its unwelcome head among CIOs, CFOs and project managers.(Read Full Article)
Another day, another survey announcing disconnect between IT and the business. A new report from Forrester shows high levels of dissatisfaction on both sides, and suggests more "integrated thinking" is needed. The sound bite coming out of a new survey of 474 IT executives conducted by Forrester is that only 39% believe their internal IT organisations have the ability to regularly deliver projects on time and on budget.(Read Full Article)
The ERP vendors and consultants appear to have experienced their share of ERP failures in recent months. For example, as recently as August, we blogged about the failure at the State of Pennsylvania, which publicised a $40 million budgetary overrun with a project that took 42 months longer than expected. If you take a moment to Google “ERP Failures,” you will find many more case studies of every CIO’s worst nightmare.(Read Full Article)
Over the last several weeks, we’ve featured a series of blogs that outline a variety of governance structures that can enable successful ERP implementations. For instance, we explored how both core teams and executive steering committees, when leveraged appropriately, can help facilitate more effective and results-driven deployments.(Read Full Article)
It’s no secret that ERP implementations require a dizzying array of skills and competencies in order for them to be successful. Organizations embarking on ERP transformations are hard-pressed to assemble project teams that possess a variety of skills, including a vision for how the business can evolve in the future, deep project management and ERP implementation experience, business process reengineering and organisational change management competencies, and a host of other skill sets that can are difficult for most any organisation to develop internally.(Read Full Article)
Much of Panorama’s thought leadership and philosophy surrounding ERP implementation success encompasses the concept of executive sponsorship and leadership. In fact, a key component of our organizational change management methodology focuses on enabling the executive alignment, support and hands-on decision-making necessary for ERP success. Further to the point, without executive sponsorship and buy-in, most other critical success factors are likely to be ignored.(Read Full Article)
Virtually everyone reading this article has heard, for years, that the way we work is changing. Now, a new report tries to quantify the changes through a survey of employees actually using the new collaboration technologies.(Read Full Article)
ERP (enterprise resource planning) applications may run the core operations of companies around the world, but enterprises are placing a higher priority in 2013 on other types of software, in particular BI and PaaS, according to a new Forrester Research survey.(Read Full Article)
When it comes to ERP implementations, the term “project governance” is fairly ambiguous. Certified PMPs and experienced project managers all have different interpretations of what the term means, and they all have their favorite governance mechanisms, including issues logs, project charters, and other common governance tools.(Read Full Article)
A lot has been written about scorecarding projects, which on the surface, may seem fairly simple—after all, you‘re just reporting on performance indicators. Unfortunately, they aren’t that straightforward. Here are seven common mistakes to avoid.(Read Full Article)
Why should companies consider an Agile approach for software development? Enterprise customers are a bit nervous of open ended iterative “sprint” approach when undertaking Agile software projects. In this article we discuss the benefits of Agile rather than the approach. Benefits include less paperwork, better communication and ability to stop earlier.(Read Full Article)
For many organizations, CFOs either manage IT investments or at least have a heavy influence on how IT budgets are spent. Despite this financial focus at the executive level, however, most ERP implementations still fail to deliver expected return on investments on those initiatives. The irony of this fact is reflected in our 2013 ERP(Read Full Article)
It’s often been said that 80% or more of ERP implementations are considered failures. In fact, one of the findings of our 2013 ERP Report is that most ERP projects take longer than expected, cost more than expected, and fail to deliver expected business benefits.(Read Full Article)
Organizations that have implemented ERP systems have long complained that deployments are too costly, time consuming and risky, so it is pretty rare that organizations look at ways to leverage enterprise software to drive innovation. Indeed, without the right expertise and guidance, ERP implementations can be difficult, even without the grand ambition of driving innovation.(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)
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)
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)
SAP makes a strong case for its new BusinessObjects Predictive Analytics software, but it's not a universal fit for all SAP shops, according to experts.(Read Full Article)
After offering insight based on my personal experiences around “Agile Project Methods for SAP ERP Projects?” I thought it would be helpful to highlight a couple of areas where Agile does work.
- Development efforts (i.e. coding)
- Data conversions
Once you begin to move very far beyond these two areas you quickly encounter dependent work streams that need much more coordination. Those additional dependencies make it difficult to apply Agile methods beyond development and data conversions.
While Agile tends to emphasize the 1 week to 1 month “sprint,” I would define a “sprint” in more of a completed requirements and planning package rather than a pure time-box approach.(Read Full Article)
Very few people in the world, I’m quite certain, can truthfully describe themselves as productive. The internet has opened the door for both massive productivity and massive procrastination. Given the two options, most people choose the latter, and I don’t blame them. When nobody’s watching, it’s human nature to take the easier option.(Read Full Article)
We can probably all think of projects that have "failed" – perhaps processes got worse rather than better, maybe they were cancelled because of cost overruns, or perhaps systems were launched with fundamental errors.
How do you know when – and why – a project has failed? In many cases, the reason for failure is obvious. However, the definition of failure isn't always clear: one project with a significant delay might be described as a failure; yet another, with a similar delay, might be seen as a stunning success.
In this article, we'll define project failure, and explore the factors that cause some projects to fail.(Read Full Article)
Looking at the “Agile Manifesto” and how Agile methods are applied generally involves small, discrete, “digestible” work and task components. Trying to juggle the number and complexity of dependencies on a full scale SAP ERP project involves management and coordination efforts which completely go against the idea of Agile methods.(Read Full Article)
McKinsey Report Highlights Failure of Large Projects: why it is better to be small, particularly in IT
A recent set of studies published by McKinsey Quarterly provides further evidence that the bigger they are the harder they fall. Given that the McKinsey Quarterly’s audience is predominantly business executives rather than IT professionals, it’s important that CIOs are aware of the findings and have a reasonable response. Large projects not only fail more often they deliver less.
According to the McKinsey/Oxford study half of IT projects with budgets of over $15 million dollars run 45% over budget, are 7% behind schedule and deliver 56% less functionality than predicted. That means that: At least half the time — achieving at least $15 million in benefits, requires spending $59 million Obvious answers to an obvious question The report goes onto suggest four disciplines that McKinsey calls “value assurance” and contains something that CIOs already understand.
The four disciplines include:
- Managing stakeholders rather than budgets and schedules
- Securing critical internal and external talent
- Building effective and aligned teams
- Excelling at core project-management practices, such as short delivery cycles and rigorous quality checks
Each of these ‘value assurance’ disciplines is self evident for large and complex projects. CIOs know that they need to manage stakeholders, get the right people, put ...(Read Full Article)