Implementing ERP:
ERP implementation is not just about building the organization IT-enabled. It is much broader in scope and adds modification management and integration of the company. There are many factors that calculate the success of ERP implementation. Some of them are:
Understanding Corporate Needs and Culture
The primary need of ERP implementation is the organization's readiness and its capability to implement modification. It needs the active participation of the top management as well as employees of different departments. In many types, organizations perceive the requirement for change but there is a lack of willingness to change. Sometimes the management does not anticipate the impact of modification. ERP implementation gives in changes in roles, authority and responsibility, and skill sets of employees, and some employees resist these modification. The management could educate the employees about the opportunities that can be leveraged by changing and the costs of not changing. Then, employees' resistance to change may be significantly reduced. The project leaders could be aware of the difficulties they will face in the process of modification and be prepared to tackle them. They could be able to convince employees that modifies is not being enforced on them by the management, but that the business environment has made the modification necessary.
Complete Business Process Changes
Before initiating the process of ERP implementation, the management could identify the changes to be taken about in business processes, and skills and attitudes of the workdone. The implications of modification are often underestimated. It could be worthwhile for companies to engage in a brief business process redesign prior to ERP implementation. The management and the implementation teams could analyze the ERP package structure to ascertain that the organization's needs are satisfied by the solution. This will actives organizations to avoid failure. After the software is integrated, creating modifications to the core capabilities of the system is difficult as well as expensive. It is always advisable to create informed decisions at the earlier stages rather than incurring costs on reconfiguration of the entire machine after implementation.
Communicate Across the Organization
The support of the top management executives and their feedback on critical issues are required in ERP implementation. Communicating the need for modification should be a constant activity in the organization. A rigorous training program could be organized to interact the importance of change to employees at different levels in an organization. An exercise that is very needful in this regard is realistic modeling of expectations. If the expectations are too high it would lead to undue stress and frustration, while unduly low expectations create employees complacent. Hence organizations could have realistic expectations from their employees too.
Strong Project Leadership
Project managers are instrumental in building ERP implementation successful. It is important for the project managers to understand, appreciate and apply factors that taken to success. The managers could not limit their role to giving moral support for employees but should actually add themselves in real time project implementation. If necessary, managers could undergo the required training course to understand the system and its applications. They could learn to use business process modeling tools and understand the limitations and the potential for improvement in the system. They could be able to use business process maps and obtain a broader view of methods. The managers could be able to find out even the minute details about the organization's operations. If managers do not have a minimum knowledge of technical details of the system, they will lack command over the implementation team. To ensure success, project managers could develop a committed and competent team capable of handling modification and redesigning processes.
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