Don’t let your ERP project fail!
Why recovery, not reinvention, should be your first step
If your ERP project is experiencing delays, scope creep, or staff resistance, you’re not alone – a significant number of ERP implementations falter. Fortunately, failure doesn’t have to be final.
I’ve been involved in a number of ERP implementation projects from both sides of the table – as the client on the receiving end of delivery, and as a consultant helping to lead it. One thing’s consistent: ERP projects are rarely smooth sailing. They’re often high-pressure, resource-heavy, and frequently exceed both budgets and timelines.
ERP projects are undeniably complex. They typically involve a large number of teams, countless moving parts, and tightly interwoven tasks – all of which need to align perfectly to deliver a seamless experience for end users – some of whom may well be resisting the change from the beginning.
Top reasons ERP projects fail
Lack of executive support: Ongoing involvement from leadership is vital – not just at launch, but throughout the entire ERP project lifecycle. When executives regularly request updates, attend steering meetings, and maintain a visible presence with the project team, it sends a clear message: this project matters.
Unclear or missing requirements: Without documented business objectives and vendor goals, implementation drifts off course. Publish, monitor and track them throughout the project – it helps keep the team (including the vendor) aligned, and focused and prevents scope-creep.
Weak project management: A dedicated, experienced PM is essential. It is a critical role, to keep the project on track, monitored and to provide focused reporting for the Steering Group and the whole project team. Constant staff changes here are a huge warning sign.
Underestimating internal effort: It’s unrealistic to expect your organisation to continue running business as usual, deliver a major ERP implementation, and possibly juggle other strategic projects, all within tight timelines and limited budgets. Too often, there’s an assumption that the vendor will shoulder the bulk of the work. But they can’t configure, clean, or validate your data. They don’t know how your business truly works. Only your team does. Asking internal staff to manage an ERP implementation on top of their already full-time roles is simply not sustainable, your team will burn out – and the business will suffer for it.
First actions to take when ERP plans derail
