You're facing performance issues in ERP. How do you effectively discuss the impact with stakeholders?

Assess the impact in terms of stakeholders affected. If external stakeholders (for example, customers) are the stakeholders being affected, the severity is more critical. Accordingly, it must be dealt with first. It's not that other stakeholders are not important. It's just a stakeholder management style.

Knowing the origin and/or reason for the problems, in this case, performance, is critical. Once the origin of the problem has been determined, the impact on the business must be quantified (in economics, reputational, compliance terms) in order to prioritize and develop solutions.

Don't just complain about slow systems. Figure out how slow really costs you. Is it lost sales, unhappy customers, or people pulling their hair out? Put a price tag on the problem. Make it hurt. When you can show them the cold, hard cash being flushed down the drain, they'll sit up and take notice.

By approaching the discussion with a clear understanding of the issue, proposing practical solutions, and maintaining open lines of communication, you can effectively engage stakeholders and work towards a resolution that minimizes disruption and supports the business's overall goals.

Comece analisando como as falhas afetam diferentes áreas da opera??o, como atrasos em processos, aumento de custos e insatisfa??o dos clientes. Utilize métricas e dados concretos para ilustrar esses efeitos, destacando exemplos específicos. Apresentar uma avalia??o clara e detalhada permite que as partes interessadas compreendam a gravidade da situa??o e colaborem na busca de solu??es.

Don't just blame the tech guys. Figure out what's really going on. Is it old computers, overworked servers, or bad coding? Translate that tech talk into plain English. Show them how slow computers are costing you money and how buggy software is messing up your whole operation. Make it personal. This isn't about computers, it's about your business.

Analise os diversos fatores que podem estar contribuindo para os problemas, como sobrecarga do sistema, falhas na configura??o ou incompatibilidades com outros softwares. Utilize ferramentas de diagnóstico para reunir evidências concretas sobre essas causas. Apresentar essas informa??es de maneira clara ajuda as partes interessadas a entenderem o problema e facilita a colabora??o na busca de solu??es adequadas.

Understanding why your ERP is underperforming is just as crucial as knowing how it's impacting your business. Is it aging hardware slowing things down? Overloaded servers struggling to keep up? Or perhaps inefficient software code creating bottlenecks? While technical details are essential, translating them into business terms is key. Explain how outdated hardware, for instance, is hindering new product launches or how server overload is leading to customer order delays. This bridge between IT and business ensures everyone grasps the problem's core and its potential consequences.

I also caught like this situation. First of all I discussed the problem with my seniors. They suggested me some solutions. So I solve the problem using my experience and advice from my seniors.

Don't just throw darts at a board. Figure out what's really breaking things. Some problems are bigger headaches than others. Focus on the ones causing the most pain first. Show your boss you're smart, not just busy. Fix what hurts the most, then tackle the rest.

Classifique os problemas de acordo com a gravidade de seus impactos nas opera??es diárias, nos custos e na satisfa??o do cliente. Destaque quais problemas precisam de aten??o imediata e quais podem ser resolvidos a médio ou longo prazo. Essa abordagem organizada ajuda a focar os recursos e esfor?os nas áreas mais críticas, facilitando a tomada de decis?es e a implementa??o de solu??es eficazes.

This was a recent conversation I had with some members of my team. Outline and document issues, include impacts, mitigations, and potential resolutions. This will allow the team to manage recommendations and prioritize resources.

Now that you've uncovered the culprits behind your ERP woes, it's time to decide which ones demand immediate attention. Not all issues are created equal. Some might be minor annoyances, while others could be crippling your operations. Prioritize based on impact. Which problems are causing the biggest headaches? Are you losing sales due to slow order processing or experiencing costly production delays? By clearly outlining your priorities, you demonstrate a strategic mindset and ensure your team focuses on what truly matters. Remember, not every issue needs a band-aid; some might require surgery.

Fix the mess. Find the best way to fix it. Upgrade stuff, make it faster, teach people. Show them how this helps make money. Be real about time and cost. Break it down, step by step. Don't overpromise.

Proponha várias op??es de resolu??o, detalhando os benefícios e as possíveis dificuldades de cada uma. Utilize dados e exemplos específicos para ilustrar como as solu??es podem melhorar o desempenho do sistema. Engajar as partes interessadas nesse processo ajuda a garantir que as solu??es escolhidas sejam práticas e alinhadas com as necessidades da organiza??o.

Build the Solution: A Roadmap to Recovery With priorities in hand, it's time to craft solutions. Consider system upgrades, code optimizations, or enhanced user training. When presenting these to stakeholders, emphasize how they'll directly address the identified issues and align with broader business objectives. Be transparent about timelines and resource needs. A phased approach can be effective, demonstrating a structured plan without overpromising. Remember, stakeholders value a clear path forward, not just promises of a quick fix.

Talk normal, not techie. Use simple words, not fancy tech terms. They're not computer geeks. Explain stuff clearly. Make them understand the problem and your solution. Trust is key.

Clear communication is essential when addressing ERP performance issues with stakeholders. Clear communication builds trust and aligns everyone towards the common goal of resolving problems.

Explique de forma concisa os problemas, suas causas e os efeitos negativos nas opera??es diárias. Use linguagem simples e evite jarg?es técnicos para garantir que todos compreendam a situa??o. Forne?a exemplos específicos e dados concretos para ilustrar o impacto, facilitando a compreens?o e a tomada de decis?es informadas.

Talk the Talk: Clear Communication is Key Effective communication is the bridge between technical complexities and stakeholder understanding. Ditch the IT jargon and speak in plain English. Instead of saying "database normalization," explain how organizing data can speed up processes. Your goal? Ensure everyone grasps the problem's impact and the value of your proposed solutions. By speaking their language, you build trust and create a united front to tackle ERP challenges.

To ensure the successful implementation of solutions, it is essential to establish a robust system for monitoring progress. This plan will be shared with all stakeholders, detailing the methods for tracking improvements and addressing any emerging issues. Regular updates will be provided to keep stakeholders informed and engaged throughout the recovery process. This monitoring phase will not only highlight the effectiveness of the solutions but also confirm that the ERP system is returning to its optimal performance levels. By maintaining transparent communication and continuous evaluation, we can ensure a seamless recovery and sustained success.

Estabele?a métricas claras e prazos específicos para acompanhar as melhorias e ajustes realizados no sistema. Compartilhe atualiza??es regulares com todas as partes envolvidas, destacando avan?os e áreas que ainda precisam de aten??o. Essa transparência mantém todos informados e engajados no processo de resolu??o, promovendo um esfor?o coletivo para alcan?ar os objetivos desejados.