“Requirements galore!” is the only comment I can say when I observe the SAP ERP implementation at my client at Ahmedabad. These are unrealistic, impractical and deny all business sense. Yet when requirements come, especially from the top, the whims and fancies need to be addressed in close quarters.

The integration testing was done by us, with little inputs from the core team. Why wouldn’t they test? Because they have already tested in sandbox, and it worked fine out there. So they find it safe to assume that the same behavior would be expected in the quality system, obviating all need for testing. Yet when it came to raising the bill for the integration testing phase, it became imperative that the process be solemnized. So much for money!

The core team is so equipped to handle the business process, that whenever the users ask anything, they are forced to get back to us for clarifications. And when they are asked if all scenarios have been tested, they reply in the affirmative. Either they are not aware of the scenarios or are too busy to spend their precious time and energy into anything as trivial as testing. In SD, they don’t care if materials can be dispatched, but they must be packed (using the special handling unit management). One team member has been spending time in making handling units so much that he hasn’t got the time for anything else!

The problem with such companies is that the core team is too inexperienced to say anything about business. For the core process, it gets imperative that more experienced people are involved: it gives a clearer picture of the possibilities. Plus the core team should have the capability and authority to take decisions. In this case, they have neither.

The cost factor always comes into picture: to save costs, the management has gone with a single sun solaris machine for golden client, development, quality, preproduction and production clients. Its nice to package them at one place, but the downside is that the load on the server is too high for any worthwhile activity to be done properly. Unfortunately, Gujju clients are wary of spending; they want to save costs sacrificing efficiency!

They are ready to go ahead with unaudited balances. This might have legal issues in future, since these accounts would be changed anyway.

We call it a ‘jhol’ implementation. The management wants complete control over its way of working, so that they can mask their traditional malevolent activities in the shield of transparency. Such activities are only prevalent in the absence of transparency. With this experience of manipulative implementation, should we try implementing SAP in the income tax department?