I'm leaning towards the risk identification option. If you don't know what potential issues you're up against, how can you possibly plan for them? That seems like a pretty fundamental step to me.
Christa's got a point. Skipping any of these crucial steps would be a recipe for disaster. I think the program manager needs to cover all their bases to ensure a successful ERP implementation.
Haha, I'm sure the program manager is feeling the pressure. Imagine if they didn't do any of these steps - talk about a disaster waiting to happen! *laughs*
I'm torn between the risk identification and the mapping of financial benefits options. Both are important, but I think if you can clearly demonstrate the financial benefits, it will be easier to get buy-in from key stakeholders.
I agree with Ling. Identifying risks is crucial, but I also think the review of strategic goals against external environmental factors is important. You need to make sure the ERP software aligns with the company's overall business strategy and can adapt to any changes in the market.
This is a great question! I think it's really important for the program manager to identify and document the initial risks for the ERP software implementation. That way, they can proactively address any potential roadblocks or challenges.
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