And most of these failures are attributed to not adequately addressing the people part of the overall technology implementation. The change management part of an ERP project is unquestioningly important, but all too often overlooked. Overlooking it frequently results in the system’s failure to meet the targeted business objectives, missed deadlines, cost overruns, and decreased employee morale. These results stem from employees’ unwillingness to change to the new system, unfamiliarity with the new system and how to operate it, perceived leadership non-support of the new system, and sometimes downright overt resistance to using the new system.
But understanding it’s important to address change management issues isn’t enough. What, exactly, does a person heading up the change management part of an ERP project need to be thinking about?
Here are 12 pragmatic tips, divided into two categories, for change managers in ERP projects. Additional details for the tips in each category can be found by clicking on the link directly below the final tip in each category.
Infrastructure-related (setting up conditions for success)
For details of the infrastructure-related tips of ERP change management click here.
Interaction-related (direct interactions key people and groups)
For details of the people-related tips of ERP change management click here.