06 May The main challenges of Project Management

The main challenges of Project Management

We know that project management is a set of activities that are temporarily carried out by a group, aiming to achieve some objective. This objective can be the creation of a product, the achievement of results or the provision of services.

Difficulties and requirements range from project management to project difficulties, but almost all managers encounter some common problems. The time for the execution of activities, the alignment of a well-defined scope, reduced resources (capital or human) and the deadline for project delivery are some of the main problems that always surround them.

What is different, when we talk about software implementation project management, is that some other specific chimeras tend to appear.

All the application of techniques, skills and knowledge in the IT area, involves a synergy between the physical resources (developers, consultants, manager and client) and the end product (Integrated Business Management System). Added to this, the challenge of dealing with different areas and people with different profiles is also an essential task if the project is to achieve success. Empathy between the team of consultants and the client's team is fundamental and should always be considered important for the progress of the project.

With all this in mind, how would it be possible to deliver the implementation of a ERP, the least possible changes to the client's routine and the most positive impact on their business processes?

We analyzed 3 of the main flaws in the management of a project for ERP:

1. Plan, Plan and Plan.

When problems arise or things don't go the way we anticipated, solid planning can help or even save a project from drastic changes in budget and delivery.

When estimates made for time and resources needed are deficient and lack a broad view of what can go wrong, what should go right, and how to balance these two actions, this lack leads to error.

A project management that analyzes the day-to-day activities of the project, both of the internal team and the client team, is essential. Using project management tools are essential to record team work.

Also keep the focus on future activities that require user participation. Keeping users informed, in advance, of what is expected of each one of them is very important so that the entire team does not have unproductive hours.

Commitment to schedule dates is also expected from each of the parties involved in an implementation project.

Finally, any problem must be immediately reported to the client, so that it is possible to study risk mitigation strategies, reviewing the planned activities.

2. The need for positive Change.

The implementation of a ERP is not just about implementing the system, testing it and that's it. The complexity and possibilities of a ERP require training focused on developing people who are capable of operating that system. Users need to understand how they can use all the functions in a positive way, after all implementation is a step towards growth, and that growth is a positive change for companies.

Keeping a communication The active communication between what is happening in the project and the project team increases interest in the subject. Providing clear explanations, if possible by going into some of the system's screens or even simulating a process, is important for users to feel confident about the new processes that will be implemented.

Training should always be practical, so users will actually operate the system, demystifying the “monster” that is yet to be born.

Experience and knowledge of the consultant and the security This is one of the most fundamental functions of proper project management.

3. The ERP cannot be left for later.

With the speed at which technology evolves today, a solution ERP can become less and less effective over time. Upgrades serve to improve and further help the end user achieve their goals. Understanding that this investment goes towards improving IT processes is essential if a ERP can deliver 100% of productivity.

During an implementation project, the practice of customization must be very well applied. These customizations must be reduced to a minimum, and whenever possible new programs must be created within the tool, avoiding modifying the system's standard code as much as possible.

However, we know that this is a mission that is not always possible. Therefore, scheduling version updates and patch applications with a maximum frequency of 1 year is a good practice.

The less your system is out of date, the less time it will take to implement and test a new available change.

The cost of these “small” upgrades is much better managed and estimated, and can be a fixed part of your company's annual budget.

These 3 main failures demonstrate that there is much more to be analyzed in the management of a project to implement ERP than just costs and other common indicators.

Understanding what problems occur and good management practices can reduce their impacts, makes the project safer, more reliable and more agile.