my recommendations here are
1 - either identify someone internal to be the overall project manager that is tied to the hip of the consulting firm project manager
2 - if this is not feasible, hire a third party project manager not associated with the outsourced ERP implemenation company to stay tied to the hip of the outsourced project manager
3 - do not allow the project managers, or subject matter experts, to be swapped out in the middle of their piece(s) of the project
cost of failure far outweighs extra money spent upfront to manage a successful implementation. I have been personally involved in both successful and failed ERP implementations.
Remember to include these types of demands in your proposal, as well as a way to walk away if you see a train wreck approaching. DO NOT go live until YOUR customers are comfortable.
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