Even the most trusted software projects are susceptible to ERP disaster. Any ERP can fail, and that is the ultimate truth. ERP installation failure may be expensive, disruptive, and disastrous, whether because of a planning mistake or an incident beyond your control, such as a server crash. It also tends to snowball; if some users are dissatisfied with your product and it is not functioning as intended, they will stop using the system, diminishing its value. But as they say, “When you fall, fall fast, and recover quickly”. Therefore, you must have a contingency plan in place as soon as you discover that your implementation is failing.
With a solid failure plan in place, recovering from an ERP failure need not be as catastrophic (or costly). Follow these five measures to keep your ERP system afloat if you feel it is underperforming, your staff is resistant to change, or your project is close to utter disaster.
Map out a Plan of Recovery
Predicting everything that may go wrong with a given implementation is impossible. However, preparing for frequent implementation obstacles will guarantee that your approach actively works to prevent these failures. If you already have a strategy to realign a lagging project, bringing your system back on the course will be much simpler. Consider devising a plan to circumvent frequent ERP project challenges so that you are well-prepared.
Reevaluate Your Goals
Scope creep may be one of the significant factors why an ERP project fails - when the implementation's expectations diverge from its original objectives. All of a sudden, everyone in the business assumes the software should be doing something different and has expectations that are outside the bounds of your timetable and budget. If you see this happening, you should gather your project team and reevaluate the initial project scope. This must be done with extreme caution; what led your project to go off course? Is the failure attributable to scope creep or a poorly evaluated scope at the outset of the project? Ensure that everyone on your team is constantly aware of these objectives and how they were developed to be explicit, quantifiable, and attainable.
Review your system carefully. The problem might be from insufficiency modifications to support your business effectively. On the other end of the spectrum, you may have added too much to your system, making it tough to utilize effectively. During the implementation phase, project teams might get too enthusiastic about the prospect modifications and the marketing language consumers use to convince them to spend more money on the extra features. However, your organization may benefit most from an ERP that supports easy operations. Consider the size of your software and ask yourself whether you're making things too difficult for yourself; will removing certain features make the application more straightforward to operate and more accessible for your staff? Without user acceptance, your software will be pointless. Often, one of the simplest methods to recover from ERP installation failure is to simplify your system.
Adjust the Deadlines
Being delayed and not beating the deadline should not be the reason why you do not adjust your dates. Even if your initial estimated live dates have passed, you should not give up and opt to complete the project whenever you have the time. An ERP delay should be viewed as an opportunity to focus on rethinking the system and set quantifiable (and attainable) targets to implement corrections. ERP errors must be addressed quickly, no matter how intimidating they may seem. A definite relaunch date will give your project team incentive and a rigid structure for resolving the issues.