In a perfect world, ERP implementations would proceed as planned without ever needing course adjustments. Unfortunately, it is exceedingly rare that an implementation as large as an ERP project proceeds without hiccups. While proper planning and expectation setting can mitigate the need for extensive changes, the scope, budget and schedule changes that invariably occur require executive-level approval in order to be executed. This is also true of forward path decisions that have an effect on the entirety of the project. When an important decision needs to be made, it is escalated to the executive steering committee to ensure the best course of action for the organization