Windows 7 Features, Benefits and Testing

Theory #4 reminds us that each IT projects have effects, but not all outcomes are benefits. "Many THE IDEA projects produce negative effects, sometimes even affecting the very survival of the organisation. The challenges for management are avoiding such negative outcomes and so that the positive outcomes deliver explicit business benefits.

Principle #5 says that benefits has to be actively managed to end up obtained. "Benefits are not necessarily outcomes that automatically occur. Furthermore, the accumulation with benefits lags implementation; there is a time gap between initial investment and payoff. Therefore, managing for the benefits does not stop in the event the technical implementation is completed. Benefits management needs to continue until all the expected benefits have either ended up achieved, or it is clear they'll not materialise. "

To help implement an ERP project influenced by their five principles, Peppard et al advise that seven key questions ought to be asked, the answers to which "are useful to develop both a robust business case for the investment and a viable change management plan to deliver the benefits".

A lot of these questions are:



They will do warn (MIS2) that will "Some benefits can just be measured by viewpoint or judgement.... Quantifiable benefits are ones where an existing measure is in place or can be put in place relatively easily. Since quantifying benefits inevitably involves forecasting the longer term, the challenge is to find ways of doing this as accurately and robustly as they can. "

Nevertheless an ERP system fails to stand alone, and realising benefits often relies on other, external inputs. ERP software systems are generally largely data dependent and data driven and the key to realising the full benefits is integration. If information is unfinished or inconsistent it becomes problematic to integrate reliably and the results can result in a loss of business confidence inside system and increased non-productive succeed load for support people.

Often day-to-day process of systems falls to staff who weren't involved in the initial implementation and with not received the same levels of training and handover as the original team. As an outcome effective system usage tends to deteriorate over time.

Your approach, then, to realising benefits associated with an ERP implementation (and any IT project, for example) relies on choosing an holistic approach, which translates to mean not just all members and stakeholders, but also all inputs. And this also means along the entire spread of some sort of project - from the initial inkling of a suggestion or realisation of an need, to the terminate project and, importantly, beyond - on the ultimate users and how they will react to and live while using the system that has, ideally, been fully implemented. An implementation is not successful until anticipated positive aspects are achieved - mostly after implementation - or a good reason established for why these people won't be. Responsibility, therefore, for doing this beds down with many players, at many stages.

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