What are the most common ERP implementation mistakes?
Most ERP failures are delivery failures, not software failures. These are the 15 we see most often, grouped by where they start, and what to demand on each.
By Rob Griffin, Founder and Principal · Updated
- 1Scope and data mistakes are made before the contract is signed.
- 2Team and schedule mistakes are made in the first month.
- 3The mistake behind all of them: treating an ERP implementation as a software install.
Scope and commercial integrity
- 1
A sales team with no stake in the outcome
Demand: sellers who stay involved after signing and are measured on outcomes.
- 2
A flimsy scope that was never vetted
Demand: a scope built from real discovery, every deliverable named before signing.
- 3
A price cut with no cut to the work
Demand: Any discount comes with a written scope reduction. Nothing removed is a red flag.
- 4
A critical third-party product nobody vetted
Demand: An add-on product earns the same reference-and-vetting scrutiny as the ERP itself.
- 5
Legacy data problems never diagnosed
Demand: Data migration is a day-one topic: data examined and risks named before signing.
Methodology and who owns what
- 6
The methodology was never explained
Demand: a plain-language walkthrough before kickoff: what you own, and when.
- 7
Test scripts written around the old system
Demand: Absorb training first; test the new workflows, with your partner reviewing.
- 8
Recreating every old customization
Demand: the standard way first. Rebuilding ports old problems into the new platform.
Team and schedule integrity
- 9
Trainees staffed on your live project
Demand: a named, experienced team. Ask who is assigned and their track record.
- 10
A go-live date set by someone who doesn’t own it
Demand: The date is set with the delivery team, from real complexity, never from above.
- 11
No accountability for day-to-day progress
Demand: A named sponsor and project manager, fixed cadence, live issue log, escalation path.
- 12
A schedule that ignored predictable risk
Demand: Hurricane season, your busy season: build contingency in, not assumed away.
Relationship and conduct
- 13
Tolerating abuse of the implementation team
Demand: Set engagement norms up front. Pressure is legitimate; abuse derails the team.
- 14
Not knowing the naysayers before work begins
Demand: Name likely resisters at kickoff and plan for each. Adoption is where value is won.
- 15
Waiting for a meeting to raise an issue
Demand: Anything touching time or money is raised the moment it’s known.
Treating an ERP implementation as a software installation. It changes how nearly every piece of work gets done, in the office and in the field. The technical work is the easy half; the human change decides whether go-live succeeds.
15 ERP implementation mistakes to avoid
The full list on one printable page. Share it with your project sponsor before kickoff.
ERP implementation mistakes: common questions
What are the most common ERP implementation mistakes?
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A sales team with no stake in the outcome, an unvetted scope, undiagnosed legacy data, recreating old customizations, trainees staffed on the project, go-live dates set from above, and treating the project as a software install instead of a change in how work gets done.
Why do ERP implementations fail?
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Most fail on delivery, not software: scope, data, staffing and schedule decisions made before or early in the project.
How do you avoid ERP implementation failure?
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Demand a vetted scope, a named experienced team, an early look at your legacy data, a date set by the people doing the work, and a plan for adoption in the field.
Start where you are. Six questions, and you’ll know which path fits your business.