ERP failures are generally not due to failure of the software but a breakdown in how such projects are managed. Top managers often fail to grasp that they are putting their organizations on the line. ERP projects fail primarily because the organization either does not define business processes at all or does so in a haphazard manner.
How Can You Improve the Odds for Successful ERP Implementation?
March, 2002
$45.00
DISCLAIMER:
Avasant's research and other publications are based on information from the best available sources and Avasant's independent assessment and analysis at the time of publication. Avasant takes no responsibility and assumes no liability for any error/omission or the accuracy of information contained in its research publications. Avasant does not endorse any provider, product or service described in its RadarView™ publications or any other research publications that it makes available to its users, and does not advise users to select only those providers recognized in these publications. Avasant disclaims all warranties, expressed or implied, including any warranties of merchantability or fitness for a particular purpose. None of the graphics, descriptions, research, excerpts, samples or any other content provided in the report(s) or any of its research publications may be reprinted, reproduced, redistributed or used for any external commercial purpose without prior permission from Avasant, LLC. All rights are reserved by Avasant, LLC.