CHICAGO, June 11, 2012 /PRNewswire/ -- Today at the 2012 Government Finance Officers Association (GFOA) Annual Conference, Microsoft Corp., in coordination with GFOA Consulting, released the results of "The Real Impact of ERP Systems in the Public Sector," a survey examining current public sector organization attitudes, approaches, lessons learned and best practices for enterprise resource planning (ERP) implementation. Microsoft also announced a number of public sector organizations that have chosen to move their ERP platforms to Microsoft Dynamics AX. These include the Oregon State Lottery, Illinois State Police and the Port of Long Beach, Calif.
Surveying State and Local Governments on ERPThe Microsoft and GFOA Consulting survey, which collected feedback from 268 GFOA members, found that public sector financial leaders identified a number of factors for success and reasons for concern when implementing ERP systems. This survey of the GFOA membership was conducted to determine public sector organization experiences and expectations of ERP system modernization costs, ability to achieve ERP benefits, and implementation lessons learned to provide insight on the state of the industry.
A number of best practices were identified as playing a role in ERP implementation success:
- Size does matter, as smaller implementations experienced less ERP deployment challenges than larger, more complex implementations, which affected the timing of projects and the nature of problems encountered.
- Planning, due diligence and setup done upfront drastically increased the success of migration and implementation, regardless of the size of the project. Proper planning also allowed for much greater alignment of cost expectations with financial and staffing resources.
- Management endorsement from the top of the organization positively motivated implementation efforts and was important to ensuring appropriate levels of staffing.
- Vendor and implementer partners being committed and forthright was a key factor in an organization's satisfaction with its ERP solution.
- Technology expertise played a key role because smaller government organizations with less specific expertise faced bigger challenges in final implementation and recognized the need to rely on outside vendors for more assistance.
- Human nature and resistance took hold during those implementations that showed the least amount of success, due to confusion related to learning a new, overly complex system. Without executive leadership setting vision and expectations, cultural changes were hard to overcome.
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