Follow the items below to guarantee an ERP project failure. Read them as a reverse checklist: every one you recognise in your organisation is a risk to remove.
ERP selection
Pick the system you used at your last job and decide quickly.
Ignore stakeholders outside IT. Don’t map the current digital landscape or think about how the new ERP must fit into it.
Don’t plan for integrations, reporting, or BI — those are “later” problems.
Project initiation
Skip the business case. Just start the project and let the vendor set the agenda and timelines.
Change management
Treat change management and training as optional or “we’ll do that later.” Don’t invest early in people readiness.
Project manager
Appoint someone who knows IT or has run a few projects. A professional project manager is unnecessary.
Business analysis & configuration
Drive the ERP to match every small user preference. Focus on customisation rather than testing whether the standard configuration already meets the need.
Project leadership
Pick a SteerCo and Sponsor from whoever is free. They don’t need to be engaged — they’re there for formality.
Quick reverse-check: what to eliminate today
If your organisation shows any of the items above, treat them as things to remove — not improve. For each you find, do the opposite:
- If selection was rushed: Pause. Map stakeholders, dependencies, integrations and reporting needs before committing.
- If no business case: Write one that includes benefits, costs, risks, and the integration landscape.
- If change management is “later”: Fund and start people readiness now — early adoption reduces late-stage rework.
- If the PM isn’t professional: Hire or appoint an experienced delivery-focused project manager with ERP experience.
- If customization is the first choice: Default to standard config; only customise when there’s a validated business-critical gap.
- If leaders are passive: Appoint an active Sponsor and a SteerCo that meets regularly and makes timely decisions.
