This topic began to surface in July. After several months of fermentation, it was finally time to "unload" it. These are questions that have puzzled me for years, and to this day there are still no clear answers, only more and more tangible ones. Write it down now, put it down for now, and come back to it later. I think you will gain something.
1. Why does the pre-sale bubble happen?
Pre-sales bubble means that during the pre-sales stage of a product or service, the sales team may exaggerate the capabilities and advantages of the product or service and make some too good promises, causing customers to have too high expectations for the product or service, but cannot achieve it in the actual implementation stage. meet these commitments and expected results.
2. Why are business leaders so anxious and cautious when choosing products and making decisions?
Business leaders will avoid purchasing decisions and hope that the purchasing team will complete the purchase. At the same time, they will "complain" that they must learn ERP-related knowledge before they can proceed with the normal procurement process.
3. Why do disputes arise over demand differences during delivery?
The customer said I didn’t understand, so I didn’t mention it in the early stage; and the manufacturer said, you didn’t mention it, so we didn’t include it in the project scope. If you want to do it, add money.
4. Why can’t the boundaries of SOW be clear to avoid disputes?
SOW (Statement of Work) is an important document in project management, used to clarify key elements such as the scope, goals, deliverables, tasks, time and cost of the project. Although the purpose of the SOW is to ensure that the boundaries and requirements of the project are clear, why are disputes still caused because the boundaries of the SOW are not clear enough?
5. Why has the project supervision system never been popularized?
As a best practice, why is the project supervision system not widely used in so many informatization projects in China?
6. Why does it stall when it goes online?
That is, once it goes online, the system will no longer undergo detailed adjustments and updates. Basically, the system application will stagnate, or even the application level will regress due to the resignation of the core personnel of the enterprise's ERP implementation team.
7. Why can’t enterprises use most software functions?
On average, enterprises do not use more than 40% of the functions of ERP software, which means that customers' investment only enables less than half of the functions. The same is true for larger-scale software. I bought the world's number one ERP system, but ended up using it as an "insect" financial system.
8. Does the system serve people, or do people serve the system?
Why do users who use the system every day complain whether "the system serves people, or people serve the system"?
9. Why do senior consultants leave implementation positions when they reach middle age?
In the field of ERP implementation, senior consultants leave the implementation position after working in middle age, resulting in a waste of experience.
10. Why is the project success rate low?
After so many years of enterprise informatization, why is the project success rate still so low? The definition of success is: on time and on budget. According to my personal experience, the average project success rate is still 30%.
I believe you are like me. Every question will immediately have a scaly claw for the answer, but once you want to grab it, you feel it is not firm. Therefore, this is an endless road of learning. Let us regard these problems as visible milestones, mark them, and move forward.
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