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Implementation team project manager turnover often delays ERP projects because it disrupts the continuity and momentum essential to navigating complex, multi-phase deployments.

A project manager serves as the linchpin, orchestrating tasks, aligning stakeholders, and maintaining a cohesive vision across vendors, consultants, and client teams. When turnover occurs, critical knowledge about the project’s history, decisions, and unresolved issues walks out the door, forcing successors to restart or relearn key elements.

This handoff inevitably slows progress as new managers scramble to rebuild relationships, reassess timelines, and address gaps left by their predecessors.

For example, a mid-implementation switch might delay testing or go-live phases, as the incoming manager lacks the context to quickly resolve lingering technical or logistical challenges, pushing deadlines further out and inflating costs.

Using offshore system implementation firms for ERP projects introduces significant risks, primarily due to challenges in coordination, communication, and accountability, which often place an undue burden on the onshore team for management visibility.

Time zone differences, cultural mismatches, and language barriers can lead to delays in resolving critical issues, misaligned expectations, or incomplete deliverables, as offshore teams may lack the contextual understanding of the onshore organization’s unique processes. This disconnect frequently forces the onshore team to take on an oversized role in overseeing progress, chasing updates, and bridging gaps in understanding—tasks that erode their bandwidth for strategic oversight or core responsibilities.

Moreover, offshore firms may provide limited transparency into their workflows, leaving onshore managers scrambling to verify quality, track milestones, or ensure compliance with project specifications.

The result is a lopsided dynamic where the onshore team becomes bogged down in micromanagement, struggling to maintain visibility into a process that should be streamlined, ultimately jeopardizing the ERP project’s timeline, budget, and overall success.

When an ERP project fails, the financial fallout can be staggering, often leading to multimillion-dollar lawsuits as companies scramble to recover losses or deflect blame.

Engaging ERP Systems Experts early in the litigation process is a game-changer for both plaintiffs and defendants. For plaintiffs, experts can dissect the technical missteps—whether it’s poor vendor selection, inadequate training, or flawed implementation—providing a clear, evidence-based narrative to support their claims.

For defendants, these specialists can identify mitigating factors or contractual discrepancies that strengthen their defense, potentially reducing liability.

By bringing in ERP experts at the outset, both sides gain a deeper understanding of the system’s complexities, avoiding the costly back-and-forth of prolonged discovery and misinformed arguments.

In cases where millions hang in the balance, early expert involvement can mean the difference between a swift resolution and a drawn-out, budget-draining legal quagmire.