ERP projects are notoriously stressful exercises. Ongoing uncertainty over the required investment, what the solution looks like, responsibilities, project scope (What’s covered what’s not), and project timeline can generate great anxiety amongst project team members and project supporters. The very nature of an ERP project makes the supply of an ironclad undertaking regarding project outcomes, even after detailed planning, nonsensical. However, two supplier characteristics and go-to-market approach can be the difference between a successful project and investment and a failure.

Let’s start with experience. Suppliers can’t manufacture project experience, product expertise, and business acumen. Many talk the talk but can’t walk the walk. Either a supplier has the experience to successfully deliver an ERP project of the same scale as your ERP project or they don’t. If they don’t, then strap yourselves in for a bumpy ERP project ride.

The second key requirement for a successful ERP project is the system. The application of a proven ERP project model leads to successful project outcomes with far less stress of failure and far greater certainty over project outcomes, value, cost, and timeline. A lack of system simply leaves clients with a sense of uncertainty and unnecessary stress.

It is CitySoft’s experience across all the elements of an ERP project coupled with the use of the proven iSigma ERP project model that produces successful ERP project outcomes. Our team approach means clients capitalize on our subject matter experts, and our project manager’s coordination of resources means projects are delivered on or around the expected go-live date. While some vendors offer certainty over project matters where no certainty can be reasonably offered, CitySoft provides clients with a logical, transparent, and fair engagement model that delivers successful investment and project outcomes.