1. Introduction: The Vital Role of Project Proposals
In modern project management, especially when implemented on ERP systems/Project Management modules, a project proposal is not simply an administrative document for approval, but a strategic input document that determines the overall effectiveness, data, and operation of the project later on.
According to standardized project management theory (PMBOK, PRINCE2), the proposal is the starting point for defining objectives, scope, risks, resources, and control mechanisms; it clearly defines why this project needs to be done, how it should be done, and what constitutes success. However, survey results from many ERP-using businesses show that current project proposals often lack in-depth analysis, are not linked to operational data, and lack important components such as feasibility analysis, performance indicators, risks, and KPIs.
This prevents the project module from supporting decision-making, reports from reflecting reality, and data from being used during implementation. In practice, if the proposal document is not standardized from the outset, the ERP system only reflects fragmented data, weakening its management and analytical role—especially when businesses need to make decisions based on empirical data.
2. Theoretical Basis: Project Proposal Documents as an Input Management Structure
According to process management theory, a quality outcome requires input processes to be clearly designed, repeatable, and standardized. The standard process for building a project proposal in the project management module should begin with the most basic steps: identifying the business problem, analyzing feasibility, establishing SMART goals (specific, measurable, achievable, relevant, and time-bound), defining the scope, establishing KPIs, conducting an initial risk analysis, and concluding with a committed approval from the decision-maker.
Research on project management failures shows that missing any of these steps leads to incomplete project data, unclear objectives, and a lack of basis for evaluating project effectiveness throughout its implementation lifecycle. In practice, this standard process, when applied in ERP modules, has helped businesses not only approve projects faster but also ensure appropriate input data for detailed planning, progress tracking, and results measurement. This process also minimizes errors as the system integrates data across modules—from finance and resources to personnel—ensuring the project is implemented scientifically and with complete information.
3. Standard Process for Building Project Proposals in the Project Module
Strategic management theory emphasizes that a project must begin with a thorough understanding of the existing business problem, not simply listing the desired solution. This involves clearly stating the gap between the current state and the desired goal, analyzing the root causes, and identifying the impact if the problem is not solved. Analysis of project proposals from many organizations shows that proposals lacking this section are often approved based on assumptions, leading to scope and solutions that deviate from reality during implementation.
For example, in ERP practice, when a business defines the goal of “process optimization” without defining specific KPIs such as “reduce order processing time by 20% in 6 months,” the project management module cannot support measurement or reporting, and the data becomes meaningless. Therefore, building a project proposal must be viewed as a logical, continuous process, where each step generates valuable input data for the ERP system, serving analysis and decision-making throughout the project lifecycle.
4. Core Principles in Project Proposal Design
4.1. Clearly Describe the Problem and Project Objectives
Strategic management theory emphasizes that a project must begin with a clear understanding of the existing business problem, not simply listing the desired solution. This involves clearly stating the gap between the current state and the desired objective, analyzing the root causes, and identifying the impact if the problem is not solved. Analysis of project proposals from many organizations reveals that those lacking this section are often approved based on assumptions, leading to scope and solutions that deviate from reality during implementation.
For example, in ERP practice, when a business defines the goal of “process optimization” without defining specific KPIs such as “reduce order processing time by 20% in 6 months,” the project management module cannot support measurement or reporting, and the data becomes meaningless. Therefore, the proposal needs to clearly describe the problem, measurable objectives, relevant KPIs, and project success conditions from the outset.
4.2. Feasibility Study and Decision-Supporting Data
A good project proposal should not only list the project name and deadline, but also include a thorough feasibility study—that is, research on technical, financial, market, risk, and ROI (Return on Investment) feasibility. According to the concept of feasibility study, the evaluation of feasibility involves assessing the feasibility of...
This section clearly identifies achievable elements, potential risks, and necessary resources for the project; this creates an objective basis for investment decisions and project approval. Practical observation shows that without this section, management is easily influenced by emotions and unrealistic expectations, leading to projects failing to achieve desired goals. In practice, many businesses have successfully implemented ERP, such as Vinamilk with SAP ERP. Conducting a feasibility analysis before implementation helped them optimize their supply chain and reduce management costs by approximately 15%, along with shortening order processing time by approximately 30% after system implementation.
4.3. Defining the Project Scope, Boundaries, and Dependency Logic
According to scope management theory, the project scope must be clearly defined, specific, and boundary-bound, including what falls within and outside the project scope, to prevent uncontrolled scope expansion. Practical results from many failed projects indicate that when the scope is vaguely defined, the project module cannot manage work details, overlapping risks occur, and progress is difficult to control. In practice, a standard proposal document will detail work items, the dependencies between key tasks, and the person responsible for each part. This helps the automated planning system build a Gantt chart within the project module, and effectively analyze risks and time dependencies.
4.4. Defining KPIs and Expected Results
In management by objectives theory, KPIs (Key Performance Indicators) are not only parameters for measuring effectiveness, but also a way to standardize data so that the system can record, monitor, and respond in real time. Practical observation shows that many project proposal documents lack clear KPIs, causing the project management module to only collect descriptive data without supporting effective analysis. To overcome this, each project objective in the proposal must be accompanied by quantifiable KPIs and acceptable result thresholds. In many successful ERP implementations in Vietnam, such as The Gioi Dien May (Mobile World), designing KPIs right from the proposal helps them optimize retail sales, track inventory in real time, and achieve stable revenue growth (~20% per year).
4.5. Risk Analysis and Response Plan
Risk management is an indispensable part of a project proposal. According to risk management theory, risks must be identified, analyzed, and have a response plan in place from the outset to minimize negative impacts on progress, costs, and quality. A good proposal will list the main risks, determine the level of impact, and outline preliminary mitigation measures, rather than waiting until the risk occurs before reacting. Observations of ERP implementations show that a lack of risk planning is one of the common causes of failure.
5. Real-World Case: Successful ERP Implementation by Businesses
Typical businesses in Vietnam such as Vinamilk, The Gioi Dien Dong (Mobile World), Petrolimex, and Vingroup have successfully implemented ERP systems with significant improvements in data management and project operations. For example, Vinamilk uses SAP ERP to optimize its supply chain from raw material procurement to retail distribution, shortening order processing times and reducing operating costs. These businesses all started their implementations with a detailed proposal document, which included a situation analysis, clear objectives, quantifiable KPIs, and planned risk responses. With such standardized proposal documents, the ERP system can accurately record operational data from the outset, improving transparency and supporting accurate management decisions.
6. Conclusion
Based on management theory, practical results, and successful ERP application case studies, it can be affirmed that a standardized, data-rich, and KPI-integrated project proposal is the foundation for the project module to operate effectively throughout its entire lifecycle. A checklist for building the proposal from the outset—including problem identification, feasibility analysis, KPI definition, scope, risks, and response plans—will help businesses not only approve projects quickly but also ensure project data has practical value for future decision-making and learning. This is the key to transforming the proposal from a procedural document into a living data management platform, optimizing project efficiency and increasing competitive advantage in the digital age