Logiciel - BCC Global

BCC Global

Statistics That Speak

Statistics on the success of ERP projects over the past 20 years have changed little. *

31% Success

The objectives are met and the expected benefits have been delivered.

50% Mixed

Users question the effort vs. the more or less conclusive results.

19% Failure

The project was not completed or had a significant negative impact on the organization.

*Source: Standish Group

For over 25 years, the Standish Group has been an authority in project management, providing valuable insights through its CHAOS reports. These reports have provided a wealth of data and statistics that have shaped our understanding of project success and failure rates. The CHAOS database contains over 50,000 in-depth project profiles from the past 5 years.

BCC Global

A Methodical Recipe

The recipe for success is based on well-defined parameters that, unfortunately, are often poorly established before a project begins.

BCC Global provides its clients with a methodology, governance, expertise, and guidance to minimize the inherent risks of any major strategic project.

BCC Global's decision-making process is based on an in-depth understanding of the business:

Phase 1 – The Requirements Document

Review of processes, alignment with best practices, and expectation management. It is important to streamline the company's 'historical' practices and habits and initiate change management. The document provides human resources with a snapshot of the current state, a vision for the future, without underestimating the effort required for migration.

The requirements document allows suppliers to better position their offer by meeting the requirements and wishes within the specific context of the company.

Phase 2 – Managing the RFP Process

A search for relevant solutions, prequalification of suppliers and budget precede a structured process of meetings and solution demonstrations. The demonstrations serve as proofs of concept and scenarios that allow users to project themselves into their use.

The highly competitive process helps identify several options, including the optimal solution.

Phase 3 – Implementation Management

A structuring presence that ensures continuity between the previous phases and implementation:

Assistance with project initiation and execution by establishing governance that facilitates adherence to schedule and budget.
Frequent reference to the requirements document and project 'Scope'.
Particular support for change requests and multiple pressures, sources of deviations.