When you examine the methodologies being used for implementing ERP systems, it makes you wonder whether these complex, costly and resource consuming projects are being framed correctly for success.
Microsoft’s Sure Step for example, primarily frames the project as a technology/software delivery project. Another popular framing of ERP implementation is as a change management project that focuses on organizational risks and impacts.
These are both valid – there is clearly a technology dimension and a change dimension to every ERP implementation. But another way to frame ERP implementation projects is as a kind of ‘startup’ project, which requires recognition of an innovation dimension.