What do you do if your large-scale ERP project is running out of time and resources?

The first thing to do is to start with a thorough assessment and collect data to compare the current status against the original plan to pinpoint where it lags. Identify root causes like underestimating complexity, resource overallocation, missing skills in the team, lack of decision power, scope creep, misunderstanding of the business goals ... These are the typical reasons for which projects are challenged. Interview stakeholders for insights, my experience is that several people on the project know where the problem is. Assess the impact of issues, document findings to guide adjustments in project elements, resources, and timelines. This clear understanding leads to informed decisions to re-plan the project and steer it back on course.

En lo proyectos SAP, por metodologia, aplicamos: Evaluación/Datos: Evaluar/recolectar datos, comparar estado actual vs. plan original y determinar causas del retraso. Priorizar Tareas: Usar MoSCoW, priorizar tareas por impacto/urgencia, enfocar lo esencial para la operación del negocio. Reasignar Recursos: Mover personal de tareas menos críticas hacia esenciales, para finalizar el proyecto. Simplificar Procesos: Revisar/simplificar procesos, reducir complejidad, evitar desarrollos y uso del estandar SAP. Comunicación Clara: Comunicación abierta con las partes interesadas, informando sobre cambios y manteniendo la confianza. Supervisión Continua: Controles y ajuste de estrategias para mantener el progreso y evitar recaídas en el proyecto.

Absolutely, a thorough assessment is crucial when an ERP project goes off track. Identifying the root causes of delays or resource shortages allows for informed decision-making on how to proceed. It's essential to understand whether it's due to underestimating complexity, overallocation of staff, or unforeseen obstacles. This clarity guides adjustments and ensures efforts are focused where needed to meet deadlines and goals.

When your large-scale ERP project is running out of time and resources, it's crucial to take proactive steps to mitigate the situation and ensure successful completion. Here are some strategies you can consider: 1. Prioritize Tasks 2. Resource Reallocation 3. Streamline Processes 4. Streamline Processes 5. Risk Management 6. Collaboration and Communication 7. Vendor Support 8. Regular Monitoring and Reporting 9. Training and Support

Realizar uma avalia??o completa é realmente o primeiro passo crucial quando um projeto de ERP sai dos trilhos. Analisar o status atual em rela??o ao plano original permite identificar os pontos onde o projeto está atrasado e as possíveis causas subjacentes, como subestima??o da complexidade ou falta de recursos. Essa clareza é fundamental para tomar decis?es informadas sobre como ajustar o curso do projeto e concentrar esfor?os onde s?o mais necessários para alcan?ar os prazos e metas estabelecidos.

In my experience, projects that are exhausting their time and resources are often suffering from lack of focus on what is critical for go-live, ineffective stakeholder management, or underestimated effort in specific areas that tend out to be more complex than expected, such as data migration. A reset may be appropriate to streamline scope, and how it is managed, to what is truly critical, to re-assess how stakeholders are engaged, and to deep-dive into areas of complexity that may be causing delay. ERP projects are never perfect, but it is essential to keep pushing for progress and course-correct along the way, with any intervention being short, sharp and effective, and always protecting the realisation of benefits in the business case.

Basándonos en la experiencia de proyectos que han sufrido retrasos, es esencial comenzar con la aplicación del método MoSCoW, seguido de la reasignación de recursos. Es crucial realizar una revisión exhaustiva de la gestión del proyecto y la Oficina de Gestión de Proyectos (PMO), e implementar acciones para que la implementación del ERP se base en un 'Núcleo Limpio' (Clean Core), en lugar de una solución personalizada para el cliente. A corto plazo, esta estrategia evitará problemas para la evolución tecnológica de los procesos y la solución, ya que reduce la complejidad de las personalizaciones y la dependencia de los desarrolladores.

In tackling an ERP project that's fallen behind schedule and exceeded its budget, the first step involves a comprehensive assessment of the current situation, pinpointing tasks causing the most delays and resource drain. Prioritization hinges on identifying critical path tasks, those directly impacting the project's timeline, and evaluating each task's impact versus effort required. Engaging stakeholders to align priorities and concerns is pivotal, ensuring consensus on the prioritization process. Core functionality takes precedence, with non-essential features deferred for later phases or updates. Resource allocation, risk management, and continuous monitoring are essential for maintaining focus and progress toward project recovery.

Agree, and this is where a strong programme sponsor should play a critical role. They should separate “Pigs” from “Chickens” as was discussed in the old Scrum Agile training books (but then removed)

The most important thing is to identify the right problem because of which your project is running out of time and to fix it accordingly. But here are some options out of which you have to go with one. So you need to prioritize the tasks and this will help you to for other factors like allocate the right resource for the right task or place. You can complete the tasks as per priority and rest all the things will be done automatically.

Solicitar apoyo de recursos internos y adicionalmente negociar con los proveedores de servicios una mejora en los precios mediante acuerdos de mantenimiento o reducción de las horas hombre / día , de los consultores asignados

When facing budget and schedule overruns in an ERP project, strategic resource allocation is key. Start by assessing the situation, identifying critical tasks, and reallocating resources accordingly. Streamline processes, negotiate with stakeholders, and implement risk management strategies. Focus on change management and closely monitor progress using technology. Learn from mistakes to improve future projects. This approach optimizes resources and increases the chances of project success within existing constraints.

Ideally, you should have resources that can be substituted by someone else. However, this doesn’t happen in many projects. This is where we get into a different reality - the program’s progress is determined by the availability of the most important-valuable SMEs Always try using an approach when you minimise use of rare-irreplaceable resources

After accessing the reality and prioritizing the tasks this will be the next more important factor to allocate the right resources to the right task or place. All three factors will help to achieve the goal of completing your project within the required time line.

Strategic resource allocation is vital for revitalizing ERP projects. Identifying areas to shift resources and considering additional training or external expertise can help address skill gaps and bolster project momentum. Making these adjustments ensures optimal utilization of resources for successful project completion.

Simplifying business processes can be the best option when running out of time and resources for a large-scale ERP project. The processes are streamlined as much as possible by advanced configuration of the ERP's embedded processes which eases any further improvement while testing and taking into account ERP user feedback. The employees are more productive and less likely to commit errors when they perform simple processes which standardize the correct ways of sequencing work activities to obtain the required outputs.

To simplify a behind-schedule and over-budget ERP project, start by understanding the core issues causing delays and cost overruns. Prioritize essential requirements and streamline project processes to optimize efficiency. Manage scope creep rigorously and allocate resources strategically. Consider agile methodologies for increased adaptability and transparent communication to maintain stakeholder trust. Continuously monitor progress, learn from mistakes, and seek external expertise if needed to steer the project back on track.

Los proyectos SAP y su metodología buscan la adopción del estándar y "Clean Core". Esto se logra con talleres Fit to Standard y herramientas como Signavio,LeanIX y ALM. En los talleres Fit to Standard, los procesos de negocio se comparan con las mejores prácticas estándar SAP para identificar brechas y determinar si se deben personalizar/modificar los procesos. Signavio es una herramienta de modelado de procesos para visualizar/mejorar procesos de negocio. LeanIX es una plataforma de gestión de arquitectura empresarial para tomar decisiones sobre infraestructura de TI.SAP ALM es una suite que gestiona el ciclo de vida de aplicaciones. Estas herramientas/metodologías simplifican procesos, reducem complejidad y acelera implementación del ERP.

Again, this can be difficult, but this is the goal - simplify whenever you can as long as it keeps operations -design reasonably realistic

try as possible to keep your implementation away from the customization , try to convince the users to start with the standard process in the ERP , alot of wasting time and budget is coming from customization and its bugs

Absolutely, maintaining open and transparent communication is crucial during challenging times in ERP projects. Keeping stakeholders informed about project status and any adjustments helps manage expectations and build trust. Ensuring your team understands their roles in the revised plan fosters collaboration and alignment towards achieving project success.

ERP implementation extends far beyond merely installing software. It necessitates a fundamental shift in mindset across the organization. As such, project managers must possess robust change management skills. A cornerstone of effective change management is exceptional communication. Clear, consistent communication builds trust with stakeholders, which is crucial for the success of any ERP transformation

Evidentemente, habrá que mejorar la comunicación y fomentar una comunicación transparente y abierta para evitar desviaciones en cuanto al alcance, costo, tiempo y calidad del proyecto. La comunicación con el equipo de trabajo, los stakeholders, el sponsor, usuarios directos, líderes de procesos involucrados y equipo extendido como proveedores de servicios, es fundamental para establecer nuevas metas con objetivos realistas contribuyendo así a fomentar el compromiso de todas las partes.

Old habits die hard, and for this reason it is essential to pro-actively ensure that the project does not slip back into old ways. For this reason, rationalisation and clear communication related to any changes made to the project must not only be addressed at the macro level, but it should be brought to life in terms of how these affect each member of the (extended) project team in their specific role, together with clear examples of what good looks like and how the project will be tracking and measuring that it is still on track.

Most of the time IT project are not finished in time. Better to finish the project untill it works perfectly, than implement it with some bugs. Better later than earlier with a lot of problems.

Una vez establecidas las medidas correctivas es importante dar seguimiento puntual al plan de trabajo en base diaria, gestionar los riesgos y elaborar los planes de respuesta pertinentes, gestionar los problemas oportunamente... Elaborar el plan de liberación del proyecto, determinar los recursos necesarios y elaborar el plan de capacitación.... Tratar de hacer en la capacitación un esquema de "train the trainers" para mitigar los costos en este rubro. Y finalmente mantener un registro puntual de las lecciones aprendidas a fin de aportar valor a proyectos subsecuentes.

Que hacer si tu proyecto ERP a gran escala se está quedando sin tiempo y recursos? 1.- Tomemos acción teniendo claridad de la etapa en la que se encuentra el proyecto. 2.-La estimación de tiempos y recursos son el resultado del descubrimiento de necesidades, los procesos para ser soportados y los objetivos de la compa?ía; sin embargo, si existe un débil seguimiento, el proyecto puede salirse de control. Se recomienda incorporar un consultor PMO, reforzar el seguimiento y adicionalmente aconsejo siempre enfatizar en el compromiso y la participación de todo el equipo para cumplir con los tiempos. 3.-Considero importante tambien, dividir el proyecto en fases, para que los entregables sean tangibles y se vean resultados en tiempos cortos.

Another key aspect is to take Shared responsibility for implementation success The customer and partner both have responsibility for the success of the implementation. The partner is responsible for understanding the customer requirements, then providing best practices and guidance. The customer is responsible for educating the partner on current business processes, reviewing all recommendations from the partner, and making the final decisions that ultimately provide business value.

Scope Creep could jeopardize the success of any project. To avoid this situation, Project Manager should: - Establish communication with all stakeholders to ensure alignment with organization's vision. - Well define business requirements and make sure there are no gaps. - Clearly set expectations ceiling especially if the solution is already selected. - If the scope of work is not clear, raise the management reserve and adopt a hybrid PM approach. - Change champions play a crucial role in every organization. - Vendors and system integrators' opinion is always biased. Finally, ERP implementation is not an easy journey that consumes a lot of time and effort not to mention the financial cost. So it's better to be managed by professionals.

Well, whatever great ideas we may write now, the essence is simple, we will have to cut the scope:) make must-haves and move nice to haves to the next phase.

Consider new strategies for effective stakeholders engagement. Its important to keep the powerful and influential stakeholders happy to secure their buy in at all times which largely influence the speed of the ERP implementation.Also make the ERP project more user - driven to help minimize resistance to change as much as possible. Identify the project deviations and analyze the root cause ensuring proper risk management and continuous project M&E to correct deviations in a timely manner.Mobilize more resources abd/or reallocate resources accordingly and where possible implement the project in phases keeping an eye on the client's priority areas