The root cause of ERP implementation failures may be delays in decision-making. Delays add up, which wastes time and imposes extra costs on a deployment.
ERP implementation failures, caused more often than not by decision-making delays, are a major risk. Delays in decision-making are cumulative, they slow progress and gradually derail the ERP project.
That’s part of the argument made in a paper, partially titled “Why Large Projects Fail,” by Jim Johnson and Hans Mulder, who are both on the faculty of the University of Antwerp Management School. Johnson is also chair of the Standish Group, a research organization that studies software projects.
The paper looks at a major software project involving the Number Portability Administration Center, an example that sets the stage for a larger discussion. Very large software projects, costing over $10 million, face a failure rate as high as 41%, according to the paper’s data. Only 4% can claim success; the rest are “challenged,” meaning they are running overbudget or overtime.
Johnson further discussed project delays in this Q&A. His responses were edited for clarity and length.
Are ERP implementation failures common, and if so, why?
Jim Johnson: Most projects don’t die from starvation. They die from indigestion. What ERP, especially, is trying to change is the whole landscape. It is trying to force-feed all these features, functions and changes on the organization down people’s throats. That’s where the real challenge is.
If you have a $1 million project, you have a thousand decisions to make. If you have a $100 million project, you have 100,000 decisions to make. Those are hard to swallow. They become bottlenecks. At some point, the decision latency becomes so long and convoluted you just choke on it.
What is decision latency?
Johnson: It’s the time between when an issue is raised and when the decision is made — that’s called the interval. The longer the interval, the longer the decision latency. You measure latency by the length of the interval.
If decisions are delayed, what happens?
Johnson: People go off and do other things. They get demoralized.
Aren’t some of these decisions leading to ERP implementation failures relatively minor? For instance, a configuration decision? Is that the kind of thing that can slow down a project?
Johnson: Yes — you need to distribute the decision-making to the right level. We see this, especially, in government and highly regulated and controlled organizations. They don’t give power to the people that actually know what they are doing, so those decisions get moved up [to people] that don’t have the time to make the decisions, or they don’t have enough information, or they’re not equipped to make that decision. They need to move that decision down to people that can make a good decision and let them have the freedom to make those decisions.
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Article Credit: TechTarget