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WSR Consulting Group, LLC, (“WSRcg”) just received word that its most recent large ERP case has resulted in victory for counsel and the client-customer. For this ERP implementation arbitration, WSRcg was brought in to opine on the quality of the work performed by the implementer and the impact of the customer’s own actions on the Go-Live failure.

WSRcg's Expert Witness testified to the following:

Staffing: Integrator did not provide promised leadership, project management, and experienced personnel necessary to deliver a “suitable system” on time.

Project planning: Integrator never developed/managed to an achievable work plan and schedule.

Knowledge and Experience: Integrator’s assigned staff were not sufficiently knowledgeable regarding configuration tradeoffs, customer’s industry and Integrator’s own ERP solution – providing bad advice and wrong ERP design alternatives.

SDLC: Integrator abandoned its promised best-practice Software Development Lifecycle methodology (SDLC) developed and tested on 150+ similar jobs. Never delivered its promised accelerator tools which were supposed to reduce the overall implementation effort by up to 30% produced no savings.

Testing: Lack of formal, organized, well-led, professional testing and IV&V to bring the system to readiness for Go-Live. Integrator canceled/compressed needed tests. Quality of delivered system suffered.

Insufficient Training and Learning: Implementer’s training materials were wrong or incomplete for proper operation/use of the system. End-user training was too little, too late – with poor practice tools.

Lack of Honest Communications: Integrator’s progress/status reports were misleading, inactionable, and “rosier than actual.” Integrator put its profitability before delivery of a suitable enterprise system.

Post Go-Live: System was plagued with post Go-Live problems. Poor design/configuration, incomplete testing, untrained users, and poor on-site support all contributed to the failure to perform as well as under the old legacy system. System was still unstable at the suspension of the contract by the client/customer.

Overall Opinion: Integrator’s failure to provide expert leadership, project management, and guidance to Customer caused substantial harm, including a failed launch, lost customers, large inventory write-offs, inability to pay suppliers, oppressive staff-overtime, chaos on the plant floor, and bad press.



By WSR Consulting Group, LLC
Computer Projects and Software Failure Consultants & Expert Witnesses
ABOUT THE AUTHOR: Warren S. Reid
Warren S. Reid, founder and Managing Director of the WSR Consulting Group, LLC, is a computer and software systems expert with over 40 years of experience in managing, planning, designing, testing, implementing, settling and turning around large systems and software projects. He specializes as consultant/expert witness in litigation about systems and software failures and IP disputes internationally. He has testified in matters involving two U.S. Presidents, many Fortune 2000 companies, and smaller organizations. He is known for practical, independent, straightforward, credible, and persuasive testimony.

For 30 years, Mr. Reid has worked with litigators/counsel to analyze, investigate and offer expert opinions regarding: 1) software system failures, software project failures, “best” software development practices and systems project management, and related litigation, 2) IP misappropriation & infringement, and 3) turning around computer, systems and software projects in trouble.

Copyright WSR Consulting Group, LLC

Disclaimer: While every effort has been made to ensure the accuracy of this publication, it is not intended to provide legal advice as individual situations will differ and should be discussed with an expert and/or lawyer.For specific technical or legal advice on the information provided and related topics, please contact the author.

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