The first working method: implementation progress evaluation. ERP project is a complex project. For any enterprise, the departments, personnel, funds and resources involved are unprecedented. Whether the project progress can be carried out according to the design scheme is the key factor affecting the project effect. Therefore, to evaluate the success of the project, we must first evaluate whether the progress of the project can be carried out according to the expected progress. If every step or stage can be carried out in strict accordance with the schedule, I believe the project will be successful, otherwise there will be problems in the project design. Generally speaking, the most commonly used Project management tools can be used to evaluate the progress of project implementation, among which Microsoft's Project is one of the good tools. In fact, many projects fail because they are anticlimactic. At first, everyone was confident that the progress could basically go as planned. Later, everyone's work overlapped, and they were often influenced by other work and ignored the progress of the project, which led to the failure of the project. Therefore, in addition to the corresponding system guarantee, there must be implementation tools.
The second working method: project cost evaluation. Project cost is the second key factor to evaluate the success of the project. The change of cost will directly affect the success of the project. If we blindly pursue the function and progress of the project and ignore the cost, it is not a project, but a gamble. Now the cost of ERP project itself is very high, and there is no public price. The current price supervision has no basis. It depends on the mouth of the software vendor. You can say as much as you want, save a little if you can bargain, and spend a little more if you can't bargain. But once an agreement is reached with software companies and service companies (consulting companies), the problem will focus on how to effectively use the agreed expenses to achieve the expected task objectives. However, enterprise managers often think that the project has just started, with little investment and no attention to effective cost control. After the project was implemented for a period of time, they found that the project budget could not guarantee the completion of the project.