Wie stellen Sie ein erfolgreiches ERP Warenwirtschaft Projekt auf?
As a project manager, it is difficult to find the right balance between satisfying the customer, accepting more change requests, keeping the budget low, sticking strictly to agreements, spending more or less time in analysis, adjusting to the project schedule, and so on.
The main priority for a successful project is to get users on board with Odoo and to do it on time and on budget. When a project fails, it is always because it took too much time or cost too much.
Timing and budget are the key elements to structure your methodology.
The rest is secondary:
- Developing custom features is not a priority.
- Kundenzufriedenheit so hart es klingen mag hat „während“ der Implementierung keine Priorität.
- early service upsell is not important.
04 Spezifische Funktionen
The development of specific functions does not help the project
Custom development always adds costs and drags out the implementation project, sometimes to the point where the project is compromised. In addition, custom development leads to technical challenges that the customer has to pay for in the form of additional maintenance and upgrade costs in the years to come.
Any customization may seem simple and affordable. But the complexity of a project grows exponentially as the customizations take.
05 Termin & Budget
A project is successful when it is delivered on time and on budget. Developing custom functionality for the customer's specific requirements does not make the project successful, but sometimes it is necessary to support the customer's core business.
Customer satisfaction is not a useful KPI
Customer satisfaction is not a good measure of a project's success. First, it is constantly evolving throughout the different phases of a project. Second, each person working for the customer may have different expectations, e.g., a key user wants additional features, but the CEO wants the project on time and on budget.
Develop customer satisfaction throughout the project.
Focusing on customer satisfaction distracts the project manager from the main goals of the project. We definitely prefer our customer to be temporarily dissatisfied (because they had a tough discussion about a complex decision) than to miss the implementation deadline. Dissatisfaction is inherent in any project.
While customer satisfaction is not a goal during implementation, it is still a good way to assess the motivation of key users.
Therefore, we use periodic customer evaluations to know which customers need more attention (and not to evaluate the quality of a project manager).