Category Information Technology

Common Reasons for the Failure of PeopleSoft Implementation

Whether you want a HRMS (Human Resource Management System), FMS (Financial Management Solution), SCM (Supply Chain Management) solution or a CRM (customer relationship management), Oracle’s PeopleSoft has everything you need. PeopleSoft projects sometimes fail. Understanding the common reason for PeopleSoft implementation will help you take action to prevent failure in your organization.

A PeopleSoft project can be on budget and on time, but it will not be a success if it does not meet the objectives of the project or business. It is not enough that a PeopleSoft project is up and running, more important is that it meets the objectives for which the project was started. Many businesses make the mistake of brushing the original objectives aside in favor of objectives that seem more tactical.

Another common reason for failure in PeopleSoft implementation is improper management of scope. Scope kills PeopleSoft projects in small changes (also called death by duck bites) or by large changes.

The organization must be receptive to change if the implementation is to be successful. Even if the implementation of the actual software was flawless, you will not reap maximum benefits from PeopleSoft if the people in the organization are not ready to use it and to embrace the changes that PeopleSoft brings. Many businesses blame the software when the actual problem is lack of user adoption.

PeopleSoft implementation will not succeed if the skills of the project team are unavailable or inappropriate.  The implementation should not be handled by people who do not know how to turn on a computer. You should train the team that will be implementing the project because they are the same people who will be using PeopleSoft.

Executive sponsorship must be strong and visible for proper implementation. The executive’s role is often overlooked since the sponsors will not be involved in the actual PeopleSoft project, but their role is very important because they are the ones to ensure there are sufficient resources for the project and they are the ones to resolve issues. Without the blessings of the executive sponsors, the rest of the team will think the PeopleSoft project is not important enough.

The system must be sustainable by the customer if the implementation is to be successful. Avoid the temptation of such cost cutting implementation methods as going offshore and labs. There should be sufficient knowledge transfer to ensure that the client is able to grow and support the solution. Other common causes of PeopleSoft implementation failure are failure to train the end users and failure to enlist the services of a PeopleSoft consultant.

You should go for the latest PeopleSoft 9.2 (along which HCM and FSCM were released) to prevent failure. Upgrades ensure that all bugs are fixed and that the latest advances in coding are incorporated into the code.

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