Let's get all the griping out of the way upfront so we can get to the topic at hand. Ready? Here goes. Why would anyone in his or her right mind take on a large-scale enterprise resources planning (ERP) project? Undertaking such a project requires a significant capital outlay. In addition, companies often need a sizeable consulting budget to get the project done right. These projects are notoriously over budget and behind schedule. The commitment required often entails dedicating a company's best talent to the effort for the duration. To add insult to injury, the high-dollar training required to prepare staff members to work on these projects can end up preparing them for higher-pay work at another company. The last straw is when the consulting firm you retained to help with the project comes back twelve months after it's "complete" with a new proposal on how the firm can help you achieve the benefits outlined in the original business case for the project.
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