Managing value expected from an Enterprise Resource Planning (ERP) project is actually quite simple and can start with a basic piece of paper listing the project's business goals.\r
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Enterprise Resource Planning projects are notorious for failing to deliver anticipated business value. The lack of results is driven in large part by skewed business cases without any link between activity and value delivered to the business. This leads to a situation where all the value levers that are discussed at the conceptual stage of a project are forgotten when the teams involved execute the contract and manage the project. It's almost as if the reason for doing the project in the first place no longer matters.
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