The Blame Game of a Software Implementation Failure

Working in Business Development in the consulting world, I often get to hear the frustrations of companies who are struggling through a software implementation. I am not a therapist by any stretch, but end up consoling project managers, IT Directors, CFOs and the like when their projects move off scope, off time and off budget. During these discussions, as we discuss how to assess and ultimately help them to get back on track, the topic of “how did this all start and who can I blame” generally coincides. Ultimately the executive sponsor and project owner will take the fault for success or failure, but focusing on with the root cause of the issue is generally a good place to start.

Following are five of the top reasons where you might place your blame as to why your software initiative is going off-track:

5. The Software Provider: 

While lowest on the list, this is usually the first course of blame. You bought a software to improve your operations and make life easier in general, and it’s doing the opposite. What the sales rep “promised” with the new package isn’t happening. There are cases where companies simply purchase the wrong software, and rare cases of fraudulent representation, but in such cases it will generally be a few key process areas that stand out where software functionality simply doesn’t fit. If “everything” seems to be wrong, keep reading, there is a fair chance that the software itself is not the primary problem.

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4. The System Integrator:

Enterprise software systems are highly complex, and require expertise to configure and implement. Sometimes the party hired to implement the software is the same as the software manufacturer, but more common are software re-sellers and third-party system integration firms. There are a ton of areas where errors can be made, from aligning business requirements with system specs, interfacing with third-party applications, managing data migration, determining where customization is needed, and the list goes on. If your implementation partner is not an expert on the system, the release of the software and modules you are implementing, as well as your business vertical and related processes, then this could be an area where problems are originating.

3. Your Internal Project Team:

Your project team is hopefully a skilled, motivated team of individuals. Regardless, unless you are a Fortune 1000 or so organization, you do not have internal resources who implement software on a regular basis. This group is doing the very best they can, but errors will be made. If the wrong set of responsibilities is given to the wrong person, or if anyone’s excitement or motivation changes during the course of the project, tasks can get derailed. It is not uncommon for the makeup of a project team to change over the course of a long project, and there will certainly be opportunities for ongoing change management.

2. The Program Manager:

The job of the Program Manager is to manage all of the above. This role assumes making sure processes are documented and tested in the system, making sure the integration points are tested, making sure the implementer and project team are following plan, making sure people stay motivated, trained and incorporating proper change management, and ultimately managing to scope and budget. It is a very critical role, one that is often thrown on someone who may not have the experience necessary, and one that often requires external support. Keep in mind that there is nothing wrong with asking for, and providing help with program management.

1. A Combination of the Above:

Because enterprise software initiatives are time consuming, expensive and complex, you can be rest assured that issues will arise. In almost every case, there are multiple causes of problems over the course of an implementation. There may be some issues with the software that can be mitigated through configuration, customization or other alternatives, there will always be issues with communication and interaction between internal or external teams, and the Program Manager, as good as he or she is, will make mistakes. The key is to learn to take a step back and consider that issues arise from any number of places.  As software initiatives are expense and carry risk, it is common to retain support from consulting firms like Liberty Technology Advisors to help manage these projects and mitigate risk. If you have found yourself exceeding budget or time allowances, feel free to reach out for a no-obligation consultation.