The Untold Secret: To win over BAIF!

Before I tell you the rest of the story, I should explain what BAIF stands for in case you haven't heard it before: Business Application Implementation Failure.?

Episode 1 Link: https://www.dhirubhai.net/pulse/untold-secrets-win-over-baif-ramanathan-subramaniam

?Episode 2 Link : https://www.dhirubhai.net/pulse/untold-secret-win-over-baif-ramanathan-subramaniam

Episode 3 Link : https://www.dhirubhai.net/pulse/untold-secret-win-over-baif-ramanathan-subramaniam-1c

My linked in profile: linkedin.com/in/srnathan

Here I am, back again, to showcase what has finally dawned upon XYZ in its quest for a successful implementation.

In our previous episode, we saw XYZ go back to identify another vendor to help them move forward. We must accept that a software vendor can be your greatest ally in an ERP implementation. However, circumstances can strain this relationship and lead to conflict. For example, vendors often overstate or even lie about their experience or skills to get a deal. Usually, this deceit doesn’t become evident until the effort is well underway.

Rescuers are ERP consultants who mediate conflicts, assist you plan, guide you through implementation, deployment, testing, and training, and get projects back on track. In this episode, we shall see just that!

The organisation went into complete silence for two weeks after the initial incident.

Despite the growing confusion and mistrust, this project had no movement for nearly eight months.

RPS was in deep thought, contemplating his options carefully and planning on what he should do to?manage and communicate this?to the board about this entire episode.

He contacted SA and asked him to invite NJ to a brainstorming session with functional heads in the coming two days. NJ began making his plans for the same after hearing this.

RPS met with NJ and functional heads on May 15 and asked, "What are the real issues?"

NJ and the functional heads talked about KMPs' non-cooperation, reservations about automation, indications of insecurity, and losing their importance after automation. They added that the function heads were not involved in the project's proceedings and needed help to guide the team in the right direction.

After hearing this, he told NJ to find another company and let us (RPS and NJ) work together to finish the project, and he gave NJ complete control. RPS informed NJ that we would meet them in the next two days to brainstorm. Two days later, NJ came up with a plan of action.

During his briefing, NJ remarked, "This time around, we will select an impartial implementation partner who is a seasoned veteran to assess our existing challenges." "We shall ask him to build and present a road map, based on which we will determine our future course of action."

Everyone in the meeting concurred.

So, NJ started looking for an implementation expert who had experience and a deep understanding of the technologies and business applications needed for the manufacturing industry.

After a few weeks, NJ met me, Ramanathan Subramanium (RS).

NJ went to great lengths to explain to me what went wrong, the challenges faced by the team, the board resolution, and the CEO's position and his challenges.

I patiently listened to this all the way through before responding, "I will meet you in the next two weeks."

NJ asked, "Sir, can you make it by next week?" "We need to be quick." In response, I said I would inform NJ within the following two days of the potential for an early meeting date.

After two days, I called NJ and inquired about a meeting for May 25.

NJ thanked me and asked if I would like RPS to attend the meeting. "No, we'll meet first," I responded.

When NJ and I got together on May 25, 2021, we carefully reviewed and discussed the approach roadmap.

During the meeting, NJ voiced his worry by saying, "Sir, we are getting close to the ninth month of an 18-month deadline.

?It was around four o'clock in the evening.

?"Let's quickly brief RPS later this evening," said NJ, who added, "Sir, I am confident in your suggestion."

?NJ and I both met RPS at six o'clock that same evening and briefed him on the strategy for the month ahead with these points:

?·???????Identify a core function member with the knowledge, skills, and courage to make sound decisions during implementation.

·???????Examine and complete documenting the functional scope

·???????Identification of vital, essential and desired automation scope

·???????Core member responsible for identifying champions for a function and obtaining their official commitment

·???????Legacy systems should be discovered, evaluated, and maintained in operation. Then, as part of the reengineering-suggested automation, enumerate the most beneficial of them.

·???????Inform everyone that no one will take a leave of absence for the next nine months.

·???????Reward the chosen team members and give them the authority and control necessary to achieve the desired outcomes.

·???????Identify and list the sections that will need automation with features that deliver rapid wins

·???????Within the upcoming week, conduct a workshop on execution excellence.

·???????Determine a weekly review schedule with all recognized members that RPS must be a part of and attend

In conclusion, the above-listed basic strategies are essential for a successful ERP deployment.

The most fundamental principles of project management were followed by XYZ in its implementation strategy. When the project was given to me to "rescue," the first thing that went through my head was to incorporate the "KISS" philosophy - "Keep It Simple, Stupid." I had faith that the XYZ teams would naturally adopt the discipline, consistency, and systematic deployment technique that I had been striving for.

Despite the fact that every project is unique and presents its own challenges, the mantra of effective project and program?management will always be the same: Plan-Do-Check-Act.

I see you in the next episode and shall touch on the earliest failures of XYZ. I'll also discuss planning strategies, product evaluation indicators, XYZ and vendor teams' to-do lists, and adhering to the basics.