Here's how you can conquer your fear of failure in Enterprise Software.

Embracing risk is essential in the enterprise software arena. Recognize that taking calculated risks is a part of growth and innovation. When you understand that not every endeavor will be successful, you free yourself to explore new ideas without the paralyzing fear of failure. Instead of viewing unsuccessful attempts as setbacks, see them as opportunities to learn and refine your approach. The key is to manage risks wisely, not to avoid them altogether. By doing so, you foster an environment where creativity thrives, leading to breakthroughs that can set your enterprise apart from the competition.

No technology is 100% perfect, if you have the mentality of will get 90-95% right and the rest we fix or improve upon as things\defects come along, you will be ok, doing ERP for 20-some years, I learned a few things, like doesn't matter which project methodology you adopt, waterfall, SCRUM, Kanban or anything else you will never get 100% right, that is the nature of the ERP or industry, so have the mentality of we will learn from our failures and improve upon. Focus on what you can control within IT, like regression testing, planning to the best of your capabilities, planning for worst-case scenarios and just in case (back-out \ backup plan), good OCM, change management, multiple testing cycles, test systems (plural), and defect management.

The best way to deal conquer fear of failure in enterprise software is to go into the situation with a positive attitude, as well as a strong belief in yourself and your team. There is a famous saying from the NFL Hall of Fame player and coach, Mike Ditka, that really applies in this regard: "If you think you can, you might. If you think you can't, you won't."

The challenge in project management is not scope change (that is inevitable), nor is it resource misalignment (or lack of), nor is it even budget mismatches (that is also inevitable as there are no easy mechanisms to assess budgets). The real challenge is understanding the nature of these risks and providing the right organizational structure to manage them. Risks can be viewed from architectural/technical perspective, from a business perspective, from a client perspective, from an employee perspective or from a stakeholder perspective. Risks can also be viewed as intrinsic (within the enterprise) and extrinsic (external to the enterprise). Risks can also be viewed from the degree of impact (low, moderate, high).

In any modern Enterprise software company, failure is part of the daily routine. But be careful, and try to fail fast, do not take it to long to acknowledge it is a failure.

Every fear or failure is an opportunity to learn. The average human dies when they stop learning. The wider the knowledge, the less fear you accumulate. Continuous learning submerges your fear.

In an enterprise setting, this is always one of the hardest part. Because there's gonna be multiple lines of communications leading to different interpretations and silos. I find that starting with a smaller core group and forming a team charter is helpful It's not so much about the charter but it's more about facilitating conversations around it and in turn a shared understanding of communications approach and expectations. If you think about it deeply about the root cause of why..initiatives in enterprise fail. It's due to misaligned communications and expectations compounded over time leading to lack of trust - and then disrupting collaboration.

In my experience you must develop the development team and extended stakeholder team to a level where the methods include a culture and procedures that trigger the continuous review and learning. Any learning should be reviewed and shared thia can include case studies, speaking engagements use of social collaboration platform tools etc

Erfolgreiche Unternehmens-Lösungen setzen auf ein Ganzheitliche und Systemischen Ansatz. Alle Mitarbeitende, bestmöglich mit ihren Fähigkeiten & Möglichkeiten, in eine effiziente Zusammenarbeit bestmöglich zu integrieren. Für die Mitarbeitenden ist es von Vorteil, die im Einsatzbefindlichen Lösungen im Vollen Umfang ohne Vorbehalt zu Verstehen. Nur so können Sie sich Selbst bestmöglich mit einbringen. Kontinuierliches lernen ermöglicht das Mitarbeitende mit dem Tempo der Veränderungen "Mithalten" und die Zusammenarbeit evt. Aktiv mitprägen können. Eine Aktive Zusammenarbeit bringt mehr Freude und Schwung sowie eine größere Anteilnahme in die Zusammenarbeit. Lernen bedeutet Mut zu haben neue "Türen" zu öffnen, um das Ungewisse zu lösen.

Always be curious. See through all the glitter and glamor. Try to truely understand what it does and what the outcome is. Use or manage it with flair. Never forget that any piece of software has its purpose of delivering information.

It is important to set realistic goals and be clear on Return on Investment (ROI) metrics to objectively measure the success of Enterprise application implementation.

A successful project starts with an effective plan and great execution on that plan. There will be times to pivot but keep to your plan as much as you can.

Planning is crucial, especially in complex projects. I always ensure we have clear milestones and a roadmap, so everyone knows what to expect. It helps in managing both time and resources efficiently. I’ve seen how good planning can make a huge difference, keeping projects on track even when unexpected issues arise. How do you ensure thorough planning in your work?

When using tools like Jira or Slack, it's important to ensure that everyone involved in the plan and those creating action items have a strong understanding of the plan from both a detailed and high-level view. It's crucial that they understand the implications of what they include in their planned reports or summaries for their daily or weekly updates. This helps to avoid making assumptions and prevents any misunderstandings.

Knowledge is a powerful tool, as are different points of view when approaching challenges or innovating. Open lines of communication and information sharing are key to building a comprehensive solution that addresses needs across the board, not just technically, but operationally.

Effective collaboration is all about open communication and leveraging everyone’s strengths. In my experience, when the whole team shares their insights and ideas, we come up with better solutions. It’s not just about working together but truly understanding each other’s perspectives. Sometimes, bringing in someone from outside the usual circle, who doesn’t have the same history with the project, can lead to some of the best ideas. How do you foster collaboration in your team?

To collaborate effectively, one must stop taking things personally and work as a team, knowing the outcome will benefit everyone. Keeping critical information to oneself could possibly jeopardize the project, and nine times out of ten, it will catch you out and possibly cost you your reputation and/or job.

Prioritize self-care. When you’re physically and mentally well, you’re better equipped to handle challenges. Regular exercise, mindfulness, and adequate rest contribute to resilience in the face of failure. Treat yourself kindly when things don’t go as planned. Acknowledge that everyone faces setbacks. Instead of self-criticism, practice self-compassion and learn from the experience. Rather than seeing failure as a negative, view it as an opportunity for growth. Reflect on what went wrong, identify small successes within the failure, and use those insights to improve.

Honesty really is the best policy. Assessing points of failure without cause or blame and identifying potential solutions is more easily attained when using an objective lens. Exploring what happened versus what was expected and determining the critical points of failure (the how and why) provides valuable insight for future iterations.

Honest reflection is key to improvement. After every project, successful or not, I like to sit down with the team and discuss what went well and what didn’t. This candid reflection helps us learn and grow, turning mistakes into valuable lessons. This helps us to experience, learn, reflect and improve. How do you reflect on your work?

Enterprise software is never one and done. It should be continuously improved. While you may have a waterfall methodology while going live, after go live you should strive to have continuous updates and improvements to help your end users be successful.

Die Qualität eines Managers und Unternehmen kann am besten anhand der Mitarbeiter bewertet werden, mit denen er zusammenarbeitet, sowie der Lösungen und Methoden, die für ihre Aufgaben zur Erreichung ihrer Ziele verwendet werden!

Attendre systématiquement les conditions idéales de succès ne fait que perdre du temps, de l’argent et de l’énergie. L’avancement par prototype itératif est un excellent moyen de progresser rapidement. En itérant rapidement on donne toujours le signal d’être réactif que cela soit pour des corrections ou des évolutions. Itérer pour ne pas revolutionner

One of the biggest issue facing enterprise software is scale and differentiation &/or uniqueness. Enterprise software has other issues as you scale, go global and move into larger businesses. Focus on A. as your initial $ Producing Enterprise Market segment ($PEM) A. $100k to $1m B. $1m to $15m C. $15M to $50m After $50m drive the market for revenue growth, 10% to 15% Contribution Margin, and Uniqueness. I call this approach "Inch-by-Inch winning is a sinch, Yard-by-Yard its very hard." Always be scaling up (More Users) and out (More Functionality). Scale to a group of 10, and expand the functionality from what you have learned and take some advantage of (Uniqueness) for example: an emerging technology like (AI).

Replicating a successful project for a staff of fifty people is massively different from trying to use the same plan for five thousand people. Why? It's about the human factor in transferring information quickly, effectively and correctly. For example, make an action statement and ask the seventh person who received that instruction whether they understood and replicated the action correctly.

La Gestion du Changement est aussi cruciale dans le contexte des logiciels d’entreprise. Cela implique non seulement l'élaboration d'un plan détaillé pour gérer la transition, y compris la communication, la formation et le support, mais également l'implication des parties prenantes afin de faire participer les utilisateurs finaux dans le processus de mise en œuvre des logiciels pour s’assurer que leurs retours sont pris en compte.

I think there is no single answer to this question. To gain confidence: Find someone you trust and learn from them. Make them feel comfortable letting you know when you could have done something better. Google and YouTube. Most of the time, others have tried what you are doing. Pivot quickly. Don't get attached to your architecture, design or code to the point where you won't consider you missed the mark. Depending on your availability and resilience requirements, if they are at the high end, 5-9s as an example - spend as much time designing your chaos testing, stress testing, and other simulations strategies as you do in development. Quality of your test data needs to profile what your code is seeing in production.

It doesn't matter what your fear is in: Understanding it's root cause will give you insights and power to overcome them. Understand: what exactly about Enterprise software am I afraid of? What do I need to know or do that will help me overcome my fear? What is the minimal viable step I know I can take that will push me in that direction of overcoming fear? At the most, what is the worst that can happen? What will I learn if I do take that chance? What will I lose if I don't take that chance? At the end of the day, it's clearing my head space to understand yourself better and once you do, it's a clear march ahead!