Taft Chicago partner Marcus Harris will be a featured panelist during iTechLaw’s 2021 World Technology Law Conference. Harris will speak on “Tips & Tricks for Successfully Negotiating Your ERP Contract,” an interactive session that will address key ERP contractual provisions, common vendor tactics, and strategies for negotiating a contract that increases the likelihood of implementation

Despite COVID-19 shutdowns, re-openings, and partial re-closings in some parts of the state, Illinois manufacturers of all sizes are grappling with serious management decisions. Many halted the implementation of planned installations or upgrades to an Enterprise Resource Planning (ERP) software system or deferred part of their project when the pandemic began. Now, they are trying

Since their inception, ERP software systems have historically been used almost entirely by large organizations: major corporations, financial institutions, federal and state government agencies, and similar behemoths with complex structures and massive operations.

Over the last few decades, ERP vendors have focused aggressively on the small to medium-sized business market. Today, a growing number of

Failed ERP software system implementations and integrations happen frequently and the problems are legion. However, there are ways that organizations can avoid their own failures. In a recent Taft Technology Insights post, we discussed how to avoid a failure if restarting a deferred integration during COVID-19.

We are frequently retained by companies whose projects

When the integration and implementation of an ERP software system starts going off the rails and all sides begin pointing fingers at each other, often many of the user’s fingers point at the vendor’s project manager.

In a way, this is understandable, even before the root causes behind the looming failure are known. The project

A debate is raging between some politicians and public health officials over the timing of reopening the economy. Noisy arguments in the news media, on Facebook or Twitter aside, the fact is that corporate executives need to be thinking seriously about the status of planned ERP software system upgrades or proceeding with projects that were