Because of the work of the relationship, the author is always running around. In many cases, because of time, I will go to eat KFC. Every time I eat KFC, I will find that the flavor and quantity of meals in KFC chain stores are very close to each other. Food can be in the national chain stores to maintain a consistent flavor, can not help but let the author of KFC admiration.
I went online and found that we often eat KFC fries is very simple, just a few standard processes:
1. fries from the freezer, gently shake the bag full of fries two times to prevent it from sticking, and shake off the top of the excess ice ballast;
2. will be the basket of seeping oil and then remove it;
3. french fries into the basket, about 1 / 2 of the fries, the french fries, the french fries, the french fries, the french fries. Pour the fries into the basket, about 1/2 or 3/4 of the way up;
4. Place the basket into the fryer and press the fries button on the fryer;
5. After the countdown is over and the pan is humming, press the fries button again;
6. Hold the oil in place for 3 seconds, then pour the fries into the fries station;
7. Sprinkle with salt in an inverted U shape three times and break up the fries, ready to serve. It's ready to sell.
This reminds me of project implementation. If project implementation can be done in accordance with the same fine process standards as KFC food, the failure rate of project implementation can be greatly reduced.
The lack of process difficulties
ERP implementation is a very complex project, a step wrong may lead to the project out of control; if a mistake again and again, it may lead to the project will never wait for the day of the line. From this point of view, we need to pay attention to the ERP project implementation process itself. Only in accordance with certain routines to implement ERP, it is possible to make as few mistakes as possible, and thus promote the success of the project on the line.
If you stand in the survival and development of an ERP software provider point of view, ERP project implementation process management should not be ignored. In China, there have been a number of ERP software vendors in certain industries or specific areas of strong competitiveness, and the core members of these companies in their field is considered an expert. But after more than a decade in business, these industry software companies are still "three or five people, ten guns" of the software workshop. I believe that there are two key factors: First, their sales development work is unfavorable, and secondly, their ability to implement the project is not enough. Here, we emphasize the lack of their ability to implement the project.
N enterprises have dozens of stores, before the use of a set of clothing industry management software. But this software provider can not provide basic customer service, N enterprises put forward the demand, almost no corresponding. N enterprises want to change a supplier to provide them with services, and increase the functionality of the system, so that in three to five years without having to headache for the system again. In this context, this N enterprise found S company.
Because the size of the project was not large enough for Company S, they sent an implementation consultant with an intern to work on the project. It is worth mentioning that this consultant has been in the industry for less than three months, and has only done some implementation of distribution projects with his colleagues in the company. This time, S company is short of manpower, so they have to send him to implement N company's project.
But in fact, the implementation of this consultant does not understand the implementation of the distribution system from where to start to do, every step of the way to do what. At the time, he just wanted to install the system, enter customer data into the system, and then simply train the users.
Company N has used IT systems before, so the business process, management analysis goals, ease of operation have their own requirements, which is to increase the implementation of the consultant's work difficulties. Due to the implementation of the project process is really limited understanding of the customer site in the blind for more than a month after the implementation of the consultant has not done any research on the customer's business processes, the project implementation of the main plan has not been done. In the end, the project ended with the customer requesting a refund.
This case is actually quite common. Some software companies because of the limited size, lack of personnel, in the case of tight project deadlines directly to the lack of training of new people to do the project. Such a project is predicted to fail from the very beginning. In addition to non-core staff turnover rate is high, but also increase the failure rate of such projects. For software vendors, the use of this way to do the project is tantamount to suicide. Project implementation is unsuccessful, can not collect money, the company has no funds to support the research and development, implementation and service, the company can not be expected to develop things.
If you can establish a software project implementation process and standardization, the situation is completely different. In fact, there have been many software companies are doing this, and many companies have their own software implementation methodology. In order to submit a solution to the customer, they will often mention the software implementation methodology. But in the implementation process, basically every engineer is in accordance with their own way to implement, and did not follow the methodology, resulting in uneven results in project implementation.
Processes to be refined
This is why our software companies to KFC to learn the reasons. I believe that KFC can be successful in the global business of a key factor, is the simple things and then refinement, and then solidified, and even tooling, so that the taste of such a mysterious thing can be done to achieve global uniform standards.
Maybe some people will say that the french fries more simple ah, ERP project implementation is a very complex thing, the two things are not comparable. After doing a lot of work in the implementation of ERP projects, I gradually found that the more complex the work of the more methodical, to be in the method of refinement, standardization. If the human habit to do ERP project implementation work, the project is unlikely to succeed.
I have carefully studied an industry software company's project implementation methodology, found that their methodology only contains the following documents: the overall implementation of the project program, the project team composition, the implementation of the main plan, the server configuration program, the data collection form, the implementation of the project handover sheet. Other than this there is no other content.
I can't help but wonder where their project management system is, where the weekly project plan and progress reports are, where the project communication minutes are, where the project goals and project kick-off meeting is, and where the customer's business process research and process improvement recommendations are. These key elements are not reflected in the methodology, and need to be free to play the implementation consultant. In this way, the uncertainty of project implementation is too great, the possibility of losing control is also very large.
So, these domestic industry software companies and ERP implementation consultants should be concerned about the ERP project implementation process is clear, whether it has formed a document, whether it has formed a set of standards in the implementation of the project can be referred to, whether this standard with the accumulation of experience in the implementation of the project to continue to improve the set of standards to allow newcomers to be competent as soon as possible to ERP project implementation. implementation work. If each implementation consultant after the training of this set of standards, can be like KFC french fries, "as long as the operating procedures in accordance with the operation, the use of the same raw materials, equipment, processing out the same flavor of the food," then their implementation of the methodology is more reasonable.
The author believes that only the ERP project implementation process standardization issues to be resolved after the small software companies may be able to do from small to large, grow up. Because of this, it will be able to speed up the speed of knowledge transfer within the company, shorten the training cycle of personnel to improve the success rate of project implementation. In this way, the enterprise will be able to improve the implementation of the consultant's per capita yield. Because of this, you can accelerate the speed of knowledge transfer within the company, shorten the training cycle of personnel, improve the success rate of project implementation. In this way, the enterprise can improve the implementation of the consultant's per capita yield.