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It is a disadvantaged position to be reviewing a project plan from your software vendors trying to look for savings without being really sure if the cuts you are making are actually trimming fat, introducing risk, or destroying future shareholder value. Below are some things to think about when reviewing a plan and deciding if it will bring value to your organization beyond the basics of software integration.
The shortest and least expensive plan often has unexpected costs that accumulate well into the future in the form of rework and possibly re-implementation, depending on the severity of the oversight created in an overly accelerated process. Gaining upper management’s support with a short-sighted or smaller estimate may make it much more difficult and possibly painful to expand the plan and cost expectations later in the project when additional needs or risks are discovered.
In addition to the unanticipated hard costs that could surface later, an under-developed implementation plan can also result in very damaging soft costs after go-live. A poorly planned project can result in attrition of employees, dislike of the new software, and loss of confidence in leadership at the front lines. To avoid these pitfalls, think about the following points when evaluating the integration project plan from your external software providers, consultants, or hired gun project managers:
Integration time is also a great opportunity to refresh and expand the knowledge of the existing staff alongside the initial training of the people who are new to the system. Leveraging internal experienced users for new user training to reduce consulting cost, and will help strengthen and expand the knowledge of experienced users.
Do you have an industry standardization M&A success story? Let us know in a comment below.