Some companies try to back-schedule an ERP project by establishing an implementation go-live date and then attempting to schedule interim (and often unrealistic) milestones. This usually results in insufficient attention to details and carelessly completed tasks.
The project schedule should be developed and monitored carefully. The schedule should be updated weekly to reflect real-time activity and progress, and regularly reviewed by both the project manager and senior management.
About the author:
Stephen Chen is a CPA, an executive-level Sage ERP consultant with more than 25 years of information systems and technology management experience in manufacturing, distribution, finance, planning, and process improvement. He has been responsible for the implementation of IT solutions in both domestic and multi-national companies, with emphasis on technology infrastructure, integration of enterprise-wide business solutions, and applications development.
