I recently upgraded my cell phone (or mobile phone, for some people). I used to have a feature phone, but the opportunity arose for me to change to a new phone that runs the Windows Phone 7.5 (aka Mango) operating system. Getting used to the physical phone, from one with real keys to one with a keyboard display, wasn’t the biggest adjustment – but getting used to the new way of doing things, actually doing everything, was an enormous challenge for me. In tech speak it’s called changing the UX (user experience). The last time I had such a challenge was moving from a DOS-based PC to one running the first version of Windows.
Technology by its very nature is revolutionary. It grows, morphs and progresses our society whether we intend it to or not.
The recent SYSPRO ERP implementation at Mopani Copper Mine in Kitwe, Zambia has been a sterling example of this revolution – from the scale of the implementation and required user training, to the uniqueness of the environment and the additional Enterprise Resource Planning (ERP) requirements and resulting controls.
The other week my family banished me to the attic with instructions to get rid of all the stuff I had put up there “that might be useful one day.” I soon found myself sitting amidst piles of cardboard boxes reminiscing about school days and my early career in the computer industry. I even found my old beer mat collection from the ’70s!
Selecting a project team for your Enterprise Resource Planning (ERP) implementation is all too often done on the basis of job role, rather than who is best for the project. What actually makes a good ERP team player? In my opinion there are four requirements: competency, skill, knowledge, and position – in that order.
Ownership of an Enterprise Resource Planning (ERP) system is much more than the signing of a contract at the time of purchase. In order to deliver value it must be the consequence of a long term strategy of ownership, and that means a long term commitment to data integrity, solution design and education.