Conversely, if an organization's decision-makers choose a complex ERP software that their IT staff cannot understand, not only is the zero-failure ERP implementation strategy ineffective, but even the large consulting team hired at great expense may only have a superficial understanding of the ERP software.
Implementing such ERP software is time-consuming and costly, and users may secretly or even collectively resist it because they find it rigid, difficult to use, prone to misoperation, and a burden rather than a tool. Conflicts may even arise between ERP users, consultants, and IT personnel, creating a chaotic and demoralizing workplace.
Complex, rigid, and difficult-to-use ERP software is the major cause of failure in large-scale projects.
Numerous other misconceptions, such as "insufficient training, poor communication, uncooperative clients, insufficient budget, unpredictable and erratic client demands for ERP functionality, and a lack of experienced consultants," are not the primary causes of failure in large-scale projects.
The truth is: During project implementation, organizations can adjust any measures and methods at any time, even change consultants, but they cannot change the ERP software.
If an ERP system is chosen that allows IT personnel to quickly familiarize themselves with the in-depth technologies and end-users to easily learn and use it, then the aforementioned problems can be easily resolved, or even avoided altogether.