Managing an ERP Implementation Essay #2

Managing an ERP Implementation
Introduction
For several years now, enterprise resource planning (ERP) systems have been viewed as the technological solution that is best suited to meet organizational needs for efficiency and effectiveness in matters relating to information management and business operations (Olivier, &Pellerin, 2011). These software packages have the ability to incorporate all of an organization’s information requirements within a single computer system. This is important as it offers management an ideal outlook of the organization’s operating and managing activities (Poba-nzaou, & Raymond, 2011).The challenge with ERP systems is that they are designed and programmed by autonomous organizations outside the client organization. They are developed around a fixed number of organizational models gleaned from the best practices identified in various areas of activity. During an implementation, it is therefore critical for management to put in necessary business processes to enable the company to adapt, and the system to be configured and optimized. There is a problem in that; most businesses do not have clear guidelines for adoption or implementation of an ERP system. According to Komorousova (2012) most businesses do not have a clear guideline on the right plan to adopt during implementation; something that leads to business failure. According to Wickramasinghe, &Gunawardena (2010), during an ERP implementation, the whole structure of the company is turned upside down. From the chain of command to user involvement, the opinions are different, sometimes in opposition, and must be properly managed. During this process, the implementation of good change management practices is extremely essential since an ERP necessarily brings about changes in how things are performed and for that reason reluctance on the part of the end-users. This aspect of the management of ERP implementation is one of the most challenging ones for managers to address, and there is very limited research on what should be done. This presents a potential opportunity for future research. Every organization has a culture, which may or may not be stable and lasting, and which may be mirrored in either openness to change or the readiness to adopt change. Change must be treated as a central part of business process development; mostly by senior manager as the manner in which the way they treat the implementation plan determine its success or failure (Wickramasinghe, &Gunawardena, 2010).
Top management support is one of the most crucial factors for success in an ERP deployment. Individuals at different levels of the organization will have to be involved in the full course of the project. The top management is one of the determining factors of the success of ERP implementation. Their attitude and orientation towards it implementation determines the success of the project. The top management is the guiding factor of the other employees (Scholtz, Calitz&Cilliers, 2013). Therefore, they must endeavor to show the correct attitude towards the implementation of the ERP.
Some researchers point out that it is essential that the top management allocate the needed resources and time for the project to be implemented properly. Failure to allocate sufficient funds for the implementation of the ERP has led to lack of success or going over budget (Hwang, 2011). The allocation of sufficient resources for the implementation of ERP is not entirely depended on the availability of the funds. Although it is crucial that the management allocates funds to the needs according to the availability, at times, the attitude of the management towards the implementation in question determines the enthusiasm or lack of it in the zeal to allocate the funds (Dezdar&Ainin, 2011). In consideration of the crucial function of the ERP, it is essential for top management to allocate the necessary funds. In order to reduce negative attitude, it is important that the top management enlightens the organization on the necessity of the implementation (Zabjek, Kovacic&Mojca, 2009).
The management has to define new strategies in order to accord employees a distinct vision of the orientation that the company is pursuing. The management team must take the lead in showing the employees the importance of such implementation. In order for the management team to do this, the management team itself should understand the essence of such implementation. This would enable them to give the necessary lead in the articulation of the right attitude towards the same direction. The management team must also endorse and offer support to all business decision that are made, and participate in resolving any disputes that may need to be resolved (Komorousova, 2012).
There are some disputes that need to be solved in order to have smooth transition. The management team must be ready to look for solutions whenever there are issues concerning the implementation of the ERP. When the disputes are not solved in the right way at the right time, there will be negative effect that will not only affect the initiative, but also the subsequent initiatives and results. It is important that the management team understands there are likelihoods of those that are having negative attitude towards the implementation. The management team should therefore watch out to ensure that the initiative is not halted due to such malice intended disputes.
The other thing that the management must do during the implementation is to offer a plan for the implementation process. The definition of a business plan mirroring a long-term vision is important since the implementation of an ERP generally constitutes a repositioning of the organization and its business processes. For this reason, the management team must offer a careful consideration to the aims of the implementation and define their milestones and goals. This is important especially in the realization that an ERP system can determine either the success of failure of the implementation. For this carefulness, some researchers propose a vision of ERP as technological change (a project positioned with a strategy), considering that a business plan and a long-term strategy are crucial immediately the project begins and will regularly be consulted until it is completed (Jen, & Yen-Ching, 2010). This vision, which is highlighted at the start of the project, must define how the ERP and company will relate to each other. In order to avoid delays, this vision must be shared by all people taking part in the project, include management team, employees, end users, and vendors. Before going-live, the top management must ensure that they are already conversant with such a plan. This way, it becomes easier for them to sell the idea...