Complexity is the arch-nemesis of project success, especially when it comes to ERP implementations. The familiarity of old habits can sabotage your project, particularly in fiercely competitive markets where products or services are similar. The critical question is how to preemptively reduce complexity before implementation begins and thereby enhance your chances of success.
In most cases, potential customers prefer to do business with suppliers boasting streamlined processes and transparent organizations rather than grappling with complexity. Likewise, job seekers are drawn to companies that are clear and logically organized, shying away from convoluted structures.
Who truly benefits from complexity?
Despite the general preference for simplicity, many ERP implementations are still plagued by complexity. Here are three strategies to steer clear of this pitfall:
- Trim the Fat from Your RFI:
When determining the capabilities of your new system, many companies compile a Request for Information (RFI) containing the combined requirements and wishes of all departments and employees. To cut through complexity, rank all these requirements based on their level of complexity and set aside the top ten percent for the initial phase. This enables you to go live quickly and within budget. Then assess whether these complex wishes remain both urgent and relevant enough for consideration in the subsequent phase.
- Business Cases for Change Requests:
Human beings are naturally resistant to change, leading to an influx of customization requests that introduce new layers of complexity. To counter this, encourage your colleagues to present their wishes in a 'business case format.' Estimate the additional costs associated with developing, testing, and maintaining the desired customizations. Request submitters to clarify whether and when this investment will yield concrete returns.
- CEO's Seal of Approval:
Certain customization requests may emerge during implementation, driven by the excitement surrounding the vast possibilities of the new ERP solution. However, there's a risk that these requests will seek to replicate the old system, allowing individuals to remain in their comfort zones. To mitigate this, consider implementing a rule that any requested adjustments during implementation and use phases require formal approval from your CEO. This acts as a safeguard against unnecessarily complicating your new solution and business processes.
In summary, proactively curbing (new) complexity during the selection and implementation phases significantly boosts your chances of long-term project success.
