Database Reference
In-Depth Information
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Members feel they have not been given adequate training.
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Members of the company are apprehensive of their future roles.
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Members of the company are afraid that they might not be able to learn the new system
and perform satisfactorily.
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Members of the company feel unsettled by the lack of hierarchy in the system.
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Members feel they have been reduced to data entry operators.
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Members of the core implementation team might resign and leave the company.
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Members of the core team might be averse to moving on projects at rollout sites.
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Inexperienced consulting resources.
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Slow decision-making process.
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Scope creep.
The solutions for tackling these problems will vary from company to company. The approach to
be adopted will depend upon the industry, culture, and history of the company. An approach for
handling these kinds of issues is referred in Section 6.4 “Critical Success Factors.”
6.14 Summary
This chapter gave an overview of the complete implementation cycle of a typical SAP CRM proj-
ect. Chapter 12 discusses the prerequisites to undertaking a SAP CRM implementation project.
Chapter 13 of Section IV “Implementation Stage” discusses the various phases of the ASAP
methodology for implementing SAP CRM. The post-implementation issues are dealt with in
Chapter 14 of Section V “Post-Implementation Stage.”
