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«The truth is there are times when the internal corporate IT team has to be told if a project is going off track. If the integrator is really a true, strategic partner in the process, they must be willing to use candor in the best interest of the project.»

«The dynamics of the ERP industry have changed. Many executives don't yet realize that their interaction with systems integrators must change, too. You can no longer rely heavily on the integrator to provide the same attention and resources it once did to pinpoint potential problems or to leave enough time in the schedule to address the complications that inevitably arise in an ERP installation.»

«Of course, the time to measure internal strengths and identify weaknesses is before an implementation gets underway. But it's never too late to take stock of how prepared your organization is. One manufacturer had already begun an ERP project and then decided to assess its architecture design. That assessment made apparent that there were large holes in original projections for budget and schedule. Fortunately, the company was able to address those shortcomings before they became debilitating, or cost the CIO his job.»