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A Fortune 500 manufacturing company spent millions attempting to implement a new enterprise resource planning (ERP) system. Across the globe, a 150-employee marketing firm built and tried to implement a proprietary customer relationship management (CRM) system. For two very different companies doing two very different things, the outcomes were identical. In each case, the organization failed to activate and utilize its system as initially conceived by senior management. And these two organizations are hardly alone. On the contrary, research indicates that more than three in five new IT projects fail. Many miss their deadlines. Others exceed their initial budgets, often by ghastly amounts. Even systems activated on time and under budget often fail to produce their expected results and almost immediately experience major problems. Although the statistics are grim, there is at least some good news: these failures can be averted. Organizations often lack the necessary framework to minimize the chance of system failure before, during, and after beginning IT projects. Why New Systems Fail provides such a framework, with specific tools, tips, and insight from the perspective of a seasoned, independent consultant with more than a decade of related experience. The book examines in great detail the root causes of system failures. Detailed case studies, examples, and lessons from actual system implementations are presented in an informative, straightforward, and very readable manner. More than a theoretical or technical text, this book offers pragmatic advice for organizations both deploying new systems and maintaining existing ones.
- Organizations invest tens of thousands – sometimes millions – into new software solutions only to have them fail. This book addresses root causes for system failure and ways to avoid this.
- Filled with case studies and lessons learned from actual system implementations so readers can learn from real world situations.
- The book addresses multiple hot topics - business analysis, project management, and system implementation.
- Author is a seasoned, independent software consultant for a variety of industries, including health care, manufacturing, retail, and the public sector.
PART I: DECIDING TO TAKE THE PLUNGE.
2. Why Organizations Maintain Legacy Systems.
3. Why Organizations Implement New Systems.
4. The Replacement System.
PART II: SYSTEM SELECTION.
5. The Sounds of Salesmen.
6. Business Processes.
7. Support for the New System.
8. Selecting Consultants.
PART III: THE SYSTEM IMPLEMENTATION.
9. Implementation Strategies and Phases.
10. The Group Responsibility Matrix.
11. Setup Issues.
12. Testing Issues.
13. People Issues, Roles, and Responsibilities.
14. Reports and Interfaces.
15. Documentation Issues.
PART IV: THE BRAVE NEW WORLD OF PRODUCTION LIFE.
16. Ongoing System Maintenance.
17. Operational Changes and Risks.
PART V: MAXIMIZING THE CHANCE OF SUCCESS.
18. Mid-Implementation Corrective Mechanisms.
20. Contingency Planning.
21. Employee- and Consultant-Based Strategies.
22. Intelligent Expansion.