Blaming i2 may be taken to show that Nike has lost control of the implementation process, which is not a good sign. When a consulting firm is hired to undertake a project, it's easy for the hiring company to become removed from the process. This is easier said than done, as experience has taught me, but it helps in managing expectations from both sides. Jim Huggy believes that a written outline of expectations and processes backed by a corporate team trained in project management and life-cycle methodologies will yield the best results. ERP project manager fitzeagle believes that a clear understanding and discussion of the roles and responsibilities people and parties will take on is essential to a successful ERP undertaking.
Brutal honesty works well.
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