Authors: Sonia Gray

Whenever I’m working with an organization that is struggling with the changes technology is bringing, or when I’m struggling with change (yes, I’ll admit, it sometimes comes up) I think back to something a very wise man once said to me...

Working with literally hundreds of software implementations over the past 20 years or so, I’m often surprised at client’s request to reduce or remove project management as a line item in their overall project budget. At first glance, maybe it seems redundant (we know how to manage our people), a throw away (you’re just adding cost for no reason), or not really necessary to the success of the project (we can get by fine without it, thank you).   Unfortunately, that approach often leads to failed implementations and lots of unhappy stakeholders.

ERP buyers today are smart. They do their homework, define their selection criteria, compare systems, and do research on their selected business partner. Surprisingly though, determining ERP project success criteria is often overlooked even by the most diligent firms.

You may have heard the saying; how can we all be on the same page if there is no page… this is especially applicable when undertaking an ERP implementation. Having a well defined and written scope of work can mean the difference between a failed project with disastrous results, and a highly successful project with huge benefits. Assuming you prefer the latter, let’s look at what a good scope of work includes.