Managing an ERP Implementation

Managing an ERP Implementation
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Managing an ERP Implementation
Introduction
For several years now, enterprise resource implementation (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 wants within a single computer system. This is important as it offers the 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 organizations. They are developed around a fixed number of organizational models gleaned from best practices identified in various areas of activity. During an implementation-it is-therefore-critical for the management to put in necessary business processes to enable the company to adapt and the system to be configured and optimized. 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 a 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. 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 managers as the manner in which they treat the implementation plan determines 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. Some researchers point out that it is essential that top management allocate the needed resources and time for the project to be implemented properly. The management has to define new strategies in order to accord employees a distinct vision of the orientation the company is pursuing. It must also endorse and offer support to all the business decisions that are made and participate in resolving any disputes that may need to be resolved (Komorousova, 2012).
The other thing that the management must do during the implementation stage 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 plan. For this reason, the management must offer a careful consideration to the aims of the implementation and define their origins. This is crucial especially in the realization that an ERP system can determine either the success or failure of the organization.For this carefulness some researchers propose a vision of ERP as a technological change (a project p...