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SearchManufacturingERP.com: Any final best practices or advice or tips for those tasked with managing one of these midmarket ERP software evaluation projects?
Shepherd: I think the important thing is to make it a formal project. What we see in a lot of cases is that software evaluation is one of those sorts of amorphous activities that can on for a long time. There are a lot of people who are involved in it, but too often there's no formal project plan with timeline and deliverables and a clear charter and mandate for management. You can waste a huge amount of time and money and also cause a lot of confusion and dissatisfaction internally. What we like to see people do is to lay out a specific project for the evaluation that says, "We're going to take five months, here are the people who are on the project team, here's the project leader, here are the milestones and deliverables, here's the steering committee that we're going to report to, and here's the deliverable at the end." They get through it in an effective way, so that there's somebody that has oversight and they know exactly what it is they're trying to accomplish.
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The was an except from an interview on the subject of midmarket ERP software evaluation that took place between Jim Shepherd, senior vice president of research for AMR Research, and SearchManufacturingERP.com.Jim Shepherd brings more than 30 years of manufacturing, operations and software industry experience to his role as senior vice president of research for AMR Research. His coverage area includes ERP systems, supply chain management, and the governance of global IT operations. Jim also leads AMR Research's team of analysts covering enterprise applications.
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to succeed:
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