ERP project has stalled, now what?

Enterprise resource planning (ERP) projects are complex and challenging endeavors. Sometimes things go wrong and ERP projects get stalled due to various reasons.  When an ERP project stalls, it can have serious consequences for the business, such as lost productivity, wasted resources, missed opportunities and damaged reputation. So, how can a company support and revive an ERP project that has stalled? Here are some steps to consider:

Identify the root causes of the stall

The first step is to diagnose why the ERP project has stalled and what are the main factors contributing to the problem. This can be done by conducting a thorough analysis of the project status, progress, risks and issues. Some of the questions to ask are:

• What are the project goals and objectives? Are they clear, realistic and aligned with the business strategy?

• What are the project scope and deliverables? Are they well-defined, agreed upon and manageable?

• What are the project budget and timeline? Are they sufficient, accurate and feasible?

• What are the project resources and roles? Are they adequate, skilled and accountable?

• What are the project processes and methodologies? Are they appropriate, consistent and effective?

• What are the project stakeholders and expectations? Are they engaged, informed and satisfied?
  

By answering these questions, the project team can identify the root causes of the stall and prioritize them according to their impact and urgency.

Communicate with stakeholders and seek feedback

The second step is to communicate with all the relevant stakeholders involved in the ERP project and seek their feedback and input. This can help to restore trust, transparency and collaboration among the project team, sponsors, users, vendors and other parties. Some of the actions to take are:

• Update stakeholders on the current status of the project and explain why it has stalled.

• Share the findings of the root cause analysis and propose possible solutions.

• Solicit feedback from stakeholders on their concerns, expectations and suggestions.

• Address any questions, issues or conflicts that may arise.

• Establish clear roles, responsibilities and expectations for each stakeholder.

• Agree on a revised project plan, scope, budget and timeline

By communicating with stakeholders and seeking feedback, the project team can gain their support, buy-in and commitment for moving forward.

Implement corrective actions and monitor progress

The third step is to implement corrective actions to resolve the root causes of the stall and monitor progress to ensure that the ERP project is back on track. This can involve making changes to the project plan, scope, budget, timeline, resources, processes or methodologies. Some of the measures to take are:

• Revisit and refine the project goals and objectives.

• Review and adjust the project scope and deliverables.

• Reallocate or secure additional project budget and resources.

• Revise and update the project timeline and milestones.

• Implement or improve project processes and methodologies.

• Leverage best practices and lessons learned from previous or similar projects.

• Conduct regular meetings, reviews and reports to track progress.

• Identify and mitigate any new or emerging risks or issues.
  

By implementing corrective actions and monitoring progress, the project team can ensure that the ERP project is delivering value to the business.

Until Next Time…