Lack of executive leadership engagement is a primary cause of ERP project failure. This critical risk leads to delays, budget overruns, and organizational resistance. To ensure success, companies must establish structured governance, track key performance indicators, and assign explicit sponsorship responsibilities to executives.
AI accelerates development but creates significant automated technical debt. According to GitClear and arXiv, duplicate code jumps by 48%, and 89% of commits contain defects. This phenomenon threatens the clean core of ERP systems. To succeed in modernization, strict quality barriers and a data cleansing phase must be imposed, prioritizing human expertise over raw speed.
This article analyzes the organizational structure of the modern company, from C-suite executives to line managers, highlighting the pivotal role of the project manager. Faced with the complexity of transformations and the challenges of agility, it emphasizes the importance of clearly defined responsibilities to effectively navigate between governance, technical requirements, and the human factor.
