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REASONS FOR GST GST IMPLEMENTATION PROJECT MANAGEMENT FA I L U R E
10 NOT BEING CRYSTAL CLEAR ABOUT THE SCOPE OF GST IMPLEMENTATION PROJECT Wh e n pl a nni ng for GS T i m pl emen tatio n , th e sco pe m u s t be c om pr ehens i ve, d et a i l e d an d cry stal clear to t e am m em b er, s t a kehol d er s a nd preferably th e wh o le o rg ani s a t i on t o l ay t he found a t io n fo r its su ccess.
Not knowing what to do and not knowing what is expected to complete GST project is the cause of GST implementation failure.
9 NOT GETTING DEPARTMENTAL HEAD AND TEAM’S BUY-IN G S T i m p l e m e n t a t i on r eq ui r es p ro j e c t t e am t o get t he de partm e n t al h ead s an d th eir s e n i o r exe c u tive’ s f u ll su ppo rt. E sp e cial l y t h e s u p p or t fr om key stakeh o lde r s su ch as :
+ Human
+ D ire c to rs
to obtain the required manpower allocation and getting new recruit
support on changes in standard operating procedures and allocation of budget and resources
S up po r t fr o m s en io r m anagemen t t o avoid in t er n al conf lic t s a n d contr ibu t ed t o projec t s u c c es s
R e s o u rc e s
+ P u rc h a s in g
+ Sales
purchasing documentation and payment policy to facilite input tax claim
De p a r t m e n t
a ccep t a n ce a n d a d o p t i n g n ew d o cu m en t a t i o n a n d p r i ci n g p o l i cy
8 UNDEFINED TEAM ROLES & RESPONSIBILITIES It i s es s ent i a l t ha t everyo n e invo lved i n t he pr ojec t t ea m un derstan ds wh at t hei r role a n d wor k i s, an d h o w it fits i nt o t he GS T pr ojec t as a wh o le an d to w hom t hey w i l l b e r e p o rtin g . E s pec i a l l y w hen i t i nvo lves liaisin g Le avin g t eam member s in the dark o n t h eir expect e d role, res u lt in unde rut ilis a t io n an d ine fficien c y o f t h eir pe rf orma n c e. On t o p o f that, it will r es u lt in unneces s a r y c o n flic t s.
w i t h exter n a l p a r ti es su ch as c ons ul t a nt a nd s oft ware develo per. It w i l l c a us e c onfus i on to th e extern al pa r t y w hom t hey a r e answe rable t o an d wh o m th ey g et infor mat ion fr om.
7 NEVER BUDGET PROPERLY I f yo u f ai l t o h ave a b u d g et a lloc a ti on i n p la c e b e f o re yo u s t a r t your GS T I mp l e m e n t at i o n P r ojec t , you m ay not b e giv i n g yo u r G S T t ea m a c c es s t o t he r es o u rc e s t h ey r eq ui r e t o ens ur e a s uc c e ss f u l I m p l em ent a t i on.
P r o j ect f a i l u r e a r i s i n g f r o m l a ck o f d o cu m en t a t i o n a n d r ea s o n a b l e b u d g et . W i t h l a cki n g o f f u n d a l l o ca t i o n on training, third party a d v i ce a n d m a n p o wer r ecr u i t m en t wi l l n o t b e fruitful.
6 WEAK COMMUNICATION AND SHORT OF REGULAR MEETING C om m uni catio n serves as a found a t i on fo r p lan n in g . A ll t he es s ential in fo rmatio n m us t b e c o mmu n icated to th e m a na ger s wh o in - tu rn mu st c om m uni cate in th e GST plan s s o a s t o i mplemen t th em. W i t hout a prope r c om m u n i cati on and tra n s p a rency amo n g th e GST t ea m a nd all stakeh o lders to r epor t on ch an g e an d cu rren t
GST Pr o jec t s fails wh en it la c ks t r a n s pa r en c y a n d c r it ic a l dec is io n ma kin g. Ac t io n s wer e n o t effec t ively c o mmu n ic a t ed.
s t a t us , you r GST Im pl em en tatio n Pro ject is s c a t t er ed an d stan ds a h ig h er r i s k of fa i lu re.
5 BEING OVERLY-OPTIMISTIC WITH DEADLINES Alw ay s m i ss i n g d ea d l i nes c r ea t es a n a t m o sp h ere o f d is t r u s t f o r yo ur s t a kehol d er s , t he GS T team member may a lso b e g i n t o q ues t i on t hei r ow n a b i li ty to lead the project t o c o m p l e t io n .
L o w e r e d t ea m s p i r i t a n d giv in g u n n eces s a r y pr e ssu r e t o t h e t ea m me mbe r s wi l l f u r t h er de t e r io r at e t h ei r a b i l i t y t o ac t t h r o u g h .
4 GST PROJECT IS INFLEXIBLE TO CHANGES I t i s n eve r a good t hi ng w hen t he s c ope o f yo u r GST p ro ject c h an g e s an d t hi s c a n us ua l l y b e avoi d ed with pro per p ro ject p l an n i n g . H o wever w i t h GS T b ei ng a b ran d n ew item fo r le arn i n g f o r a l l , i t i s not a l w ays ea s y t o co me o u t with a b u l l e t p ro o f p l an fr om t he s t a r t i ng l i ne i tself. Th erefo re u n like c o nve n t i o n al pr ojec t , GS T i m pl em ent a t io n mu st be adap table an d h avi n g a “P l a n B” i n c a s e i t d oes no t h app en alo n g th e way is i m p e rat i ve .
Te am at t i t u d e a n d adapt abi l i t y t o wa r d s c h an ge is cr u ci a l i n su c c e ssf ul G ST imple me nt a t i o n .
3 LACK SYSTEM THAT APPROVES AND TRACK CHANGES IN IMPLEMENTATION PLAN I t i s ac c e p t e d t ha t GS T pr ojec t pl a n w i l l su bject to ch an g e, an d al so t h e pr eva i l i ng t a x l aw i s s ub ject to constant u p da t e s a n d am en d m en ts . T her efor e i t i s imp o rtan t to e s t ab l i s h a p ro c es s t o t ra c k c ha nges i n tax law an d ap p rove u p d ated a ppr oa c h a s t o GS T i mp lemen tatio n . Th is al l o w s t o c h e c k on t he a l l oc a t ed b ud get an d keep track o f ti m e an d re so ur c es ’ ava i l a b i l i t y t o c om p lete th e GST Pro j e c t .
C h a n g es i n l a w, s co p e, t im i n g , r es p o n s i b i l i t y, app r o a ch , p a s s o r f a i l c r iter i a , co r r ect i v e a ct i o n pr o ces s es, a n d s i g n o f f. . . All t h es e r eq u i r e ef f ect i v e qu a l i t y a s s u r a n ce st r a t eg i es.
2 AN INEXPERIENCED OR UNTRAINED TEAM G S T I m p l e m e n t a t i on r el i ed heavi l y on hav in g th e best an d ri g h t p e o p l e i nvol ved . S ta f f tra i n i n g a n d experie nce in ch an g e m an ag e m e n t a r e vi t a l t o pr od uc i ng a n e ffective an d efficien t G S T I m p l e m e n t a t i on P r ojec t t ea m .
Wo r k t o war ds e n h an c in g pr o je c t pe r f o r man c e v ia e f f e c t iv e t e am bu ildin g an d t e c h n ic al sk ill de v e lo pme n t .
1 NOT ALIGNING GST PROJECT STRATEGY WITH THAT OF THE ORGANIZATION G S T I m p l e m e n ta t i on w hi c h fol l ow s t he t extbo o k pro cedu res o n G S T h as s o m et i m es r es ul t ed i n und er min in g o f bu sin ess s trat e g y. O ve rly r i gi d i m pl em ent a t i on of GST imp o sed d rac o n i an si n g u l a r m od e of d oc um ent a t io n an d lev y h arsh r e st ri c t i o n o n s a l es a nd pur c ha s i ng pr oc edu re o n th e cu s t o m e rs an d s uppl i er s . T h i s u s u al l y h a ppens w hen t he GS T t ea m o n ly co mprises o f b a c k o f fic e p e r s onnel s uc h a s t hos e w ho are so lely fro m a c c o u n t i ng a n d a d m i n i s tra t i ve of fic es w he re th eir so le o bj e c t i ve i s t o a c hi eve GS T c om pl i a nc e. GST team sh o u ld also invo l ve s p art i c i pa t i on of s a les a n d f ron t offi ce personne l to r e su l t i n a b e t ter b a l a nc e. T hi s c r ea t i on of altern ative meth o d is b e l i eve d t o be m or e b us i nes s fr i end l y an d in lin e with co rp o rat e’ s b u s i nes s s t ra t egy.
B e t t er m i x i n G ST t ea m pr o v i d es a m o r e h o l i s t i c pe r s p ect i v e G ST impl em en t a t i o n , t h i s i s i n lin e wi t h b u s i n es s st r at eg y.
PROPER GS T PRO J ECT PLANNIN G A N D U P DATE O N L ATES T GST LAW GO ES A LO NG WAY. R e f e r e n c e : h t t p : // bl og. tempopl ugi n. com/2013/why -do- plans- fa il- in fog raphic/
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