Project assessment and recovery · Alexander Koltsov
I help with ERP implementation recovery when delivery has stalled, costs are increasing or users cannot complete essential work. I assess the project with your team, identify what is usable and develop options for getting delivery under control.
Discuss your project ↗How I can help
We agree the priorities and deliverables around your business, current systems and team.
Warning signs include repeated launch postponements, scope that nobody can explain consistently and completed work that users cannot accept. Reports may show progress while key processes remain untested. I look at the combined pattern and its business impact before recommending a response.
I review project documents, the working system and interviews with business users and delivery teams. I compare reported completion with evidence from real process walkthroughs. The assessment identifies confirmed findings, assumptions that still need checking and the issues most likely to block a usable release.
I compare the agreed business requirements with what has been configured or developed. We distinguish missing scope, defects, changed expectations and enhancements. This gives management a clear basis for deciding what must be delivered now and what can be deferred without disrupting operations.
I review spending, remaining commitments and the work still needed to reach a usable result. We rebuild the delivery sequence around actual dependencies and team capacity. The output is a forecast with assumptions and uncertainty, rather than another date disconnected from the state of the project.
I investigate how decisions are made, how changes enter the plan and who accepts completed work. Delayed approvals or conflicting sponsors can stop delivery even when the technical team is capable. I propose a decision structure with named owners, review points and escalation routes.
I review deliverables and responsibilities with both the business and its partners. We examine unresolved questions, availability of key people and the handling of defects and changes. The aim is to define workable commitments and identify capability gaps using project evidence.
I inspect migration results, integration behavior and testing coverage for essential processes. A configured module may still fail when real data, permissions and connected systems are involved. We identify the minimum corrective work and the tests needed to establish readiness.
I compare focused repair, a narrower phased launch, a partial rebuild and replacement where necessary. Each option needs an explanation of retained work, additional cost, operational disruption and delivery risk. We avoid restarting simply because the existing project is uncomfortable to manage.
I sequence the agreed corrective work, assign owners and define measurable acceptance points. Early milestones should demonstrate a complete business process, not only technical activity. Regular recovery reviews show what has been resolved and whether the plan remains credible.
The decision depends on whether the solution can support mandatory processes and whether the delivery team can complete the work. I present evidence for continuing, restarting part of the implementation or replacing the approach. Management receives a comparison of consequences before authorising further investment.
Relevant experience
These projects show the processes and responsibilities behind the service. Open a case to review the full scope and result.
Operations
Large commercial groups and public-sector organisations needed a consistent way to select, govern, monitor, and report projects at portfolio level.
Read the case study ↗ERP
An international technology manufacturer operated through three legal entities and needed one evolving ERP environment to support manufacturing, commercial operations, finance, inventory, and management control.
Read the case study ↗Before we start
No. An assessment may show that some work should be replaced or the scope reduced. My role is to make the available options and their consequences clear.
Not necessarily. Some projects need clearer scope and decisions; others have a delivery capability problem. I assess the evidence before recommending changes.
Access to the agreed scope, delivery plan, issue list, system demonstrations and the people responsible for key processes. We can start by identifying which evidence is available and which needs to be reconstructed.
Define the next step
Describe your situation, the systems you use and the result you need. I will help define a useful starting point.
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