Project implementation is to start from several countries together. Starpower you want to quickly start the local project because the project in other countries is already running. Now looking back it is this causes a lot of local Starpower key personnel from the outset opposed to the project and do not reflect their views in time, but have to face the reality that the new system. Many of them hope that this project would not affect their daily work, hope that it will end soon.

As the company's information is confusing, the problem is not resolved the hostility of those who make the new system from the outset of the project can, at least in part to undermine the project. Starpower has not changed business processes, but also did not let the system prior to the stage of history, but requires Solaries Consultants dynamically customized ERP, which enables companies to chaos in the system architecture that adds a member. In other words, Solaries Consultants only increased the code, interface and a batch task to query the data, and these data continue to come from Starpower existing systems, and these data will also be given to some older systems. The ERP system can calculate and save some data, but it does not actually produce or correct these data, it can only be considered a company's existing systems can be synchronized to maintain good relations a large storage system only. This obviously can not get a good ROI (return on investment).

In addition to not be able to deal with these legacy systems issues Starpower 's executives in the project planning stage is also guilty of several other critical errors. Starpower not established a centralized authentication system, within the company does not have a committee to identify critical data standards. Most importantly, they are in various countries and regions, there is no uniform branch operations, which makes those who oppose the new system is taking advantage of people. Since the problem from the outset has been unfolding before our eyes, then why did they still want to continue to expand the scope of the project do?

Expect Starpower new system to treat each person has maintained the same opinion of course, is unrealistic. Some people believe that the new ERP system will have the original system has been running for several years striking impact on the individual's work, which is quite normal, but not many people like, and often the idea of private individuals, which usually will not form a climate. However Starpower's two key executives (Dennis and Steve) is strongly opposed to this project because they believe that the new system would threaten their position. Many opponents are also complacent, want to preserve the company's work over the years in their eyes the new system will affect their work.

In this case, Dennis and Steve are at a crucial meeting every other person on the misguided understanding of ERP functionality. For example, Dennis was at the meeting claimed that the new ERP did not like the current system, while updating a variety of pay. In fact, even a person who has just been in touch with this system will find it hard to realize this feature is quite simple. However, no one refute his remarks. In another meeting, Steve openly expressed his anger, declared that the cost of more than 300 million systems "not even a basic report can not handle." He believes that many other systems used by large multinational companies can not provide a good basis for information services, while Starpower the original system is doing very well.

Project to achieve the very beginning in the United States outside the three countries to start pilot projects at the same time they are listed separately from different angles a lot of system problems. The Solaries Consultants technical staff in these countries is not enough to solve these problems can not guide the direction of progress of the project and can not make any critical decisions. For Solaries Consultants case, Lifeson this project is a big list. As mentioned earlier, such as Dennis and Steve such diehards, Solaries Consultants project managers everywhere in the Starpower is cautious because he knows that Starpower If you think that they are not obedient, always be able to give up their cooperation with other consulting firms to look for .

When the final implementation of this project to the United States, the project encountered the most frequently asked questions - budget overruns. On this issue Starpower also made a tremendous wrong decision they gave up a number of core modules of the ERP implementation. For example, in training Starpower decided not to achieve its core, employee information modules, but only realized the ERP training modules, which is not like buying a tree trunk, but only as a tree branch. This system can store some of the staff types and training courses, however, can not save the key employee data, such as position, department, address, salary, and some key dates. Thus, even "is not all of the sales staff has received product training" Such a simple question, the system also can not answer.