Factors Affecting Successful ERP Implementation

Question: Read the case study Using a Case Study to test the three key social enablers in ERP implementation.The key findings are shallow clichs. They are: Strong and committed leadership at the top level Open and honest communication Balanced and empowered teams Do some research on ERP implementation. Identify other factors which may account for the success of ERP implementation. Discuss the factors you have identified and explain why they are more reliable than the clichs in the original article. In other words Compare other research articles with the 3 points (shallow clichs mentioned in the case). Why they are better factors than the points mentioned in the case? Answer: Introduction The systems of Enterprise Resource Planning may well be accounted as the most relevant development within the corporate utilization of information technology. The implementation of ERP are mostly complex and large projects that involve groups of large size with a number of resources, who work together within considerable pressure of time and face a number of unforeseen developments(Calaway 2000). The case provided has three key findings that are shallow clichs. In comparison with the three key findings identified, this report will be identifying other factors that may have the accountability towards the successful implementation of ERP System. Factors affecting ERP Implementation Based on the case study provided, the key findings have been found are shallow clichs. These shallow clichs are committed and strong leadership at the top- most level, honest and open communication, and empowered and balanced teams. These particular items contribute in disclosing the biases of the researchers, and will be doing little assistance in order to understand the success of ERP projects. Apart from these factors, it is important to understand that there are other factors that affect the success of the ERP Implementation as well(Godla 2009). Some of these factors include good management of project, appropriate vision and plan of business, appropriate systems of legacy and business, and culture and program for the management of change. Further ahead in this report, these factors will be discussed in a way stating that these are better factors affecting the success of ERP Implementation. Culture and Program for the Management of Change Management of change is relevant, to start at the phase of project and continuously in the entire cycle of life. Change in the structure and culture across the enterprise should and has to be managed in an appropriate manner. These include the change amongst culture, organization and people (Calaway 2000). This is extremely important as if appropriate management of change is not done then there will be a major impact over the future smooth functioning of the business. Appropriate systems of legacy and business Appropriate systems of law and business are relevant within the initial phase of chartering the project. A successful and stable setting of business is important. The systems of IT and business involving the present processes of business, structure of organization, information technology and culture affect the success of ERP Implementation (Swanson 2007). This is important as it helps in determining the change in the organization and IT needed for the appropriate level of success. Hence, it can be argued that success within other areas of business is important for the success in implementation of ERP. Good Project Management Good management of project is important. A single person or a group of individuals should be holding the responsibility for driving the level of success within the management of project. Firstly, it is important for establishing and controlling the scope in a significant manner. There must be clarity in defining the scope and be restricted as well. This should be including the value for the implementation of systems, units of business being involved, and value of the need to reengineer the process of business (Davenport 2007). There is an increased need for evaluating the appropriate changes being proposed against the benefits of the business, and the implementation being done at the phase later to come. In addition to this, there is an increased need for assessing the requests for the expansion of scope with respect to the extra duration of time and amount of cost related to the changes being proposed. Appropriate Vision and Plan for Business Clarity in the vision and plan of the business for steering the need of directing the projects in the entire life cycle of ERP. A plan of business that outlines the strategy being proposed and the tangible advantages, timeline, risks, costs and resources is crucial. This will be extremely helpful for focusing on the benefits of the business. The model of business should be having clarity with respect to the fact as to how the operations of organization can be conducted by the effort of implementation (Gibson 2009). There is an increased need for justifying the investment being made on the basis of an issue and the change directly related to directing the organization. The mission of project should be in relation with the needs of business and there must be clarity in stating it. Expectations from the System of ERP Clarity in the objectives of management and the level of expectations from the system of ERP should be clearly expressed with the vendors. This results in believing the fact that the power of system for the integration of the actual functions of the business. In accordance with the vendor, expectation of management for availing return on investment quickly which might not have been practically appropriate for noticing any specifically significant return on investment. In context with these factors, it can be stated that apart from the shallow clichs, it is extremely important for considering the other factors of ERP implementation as well, because these affect the success in a significant manner (Godla 2009). Apart from the three clichs, the above stated factors help in ensuring effective implementation of ERP and helps to realize the promised benefits. However, the three clichs do provide the same advantages but the benefits being realized cannot be considered as being extremely and accurately promising. However, support from the top most management has to be considered as the most important factors of all. Hence, it can be stated that the implementation of ERP should be done in alignment with the each and every factor stated above and the related clichs involved. Conclusion Based on the case study provided, the key findings have been found are shallow clichs. These shallow clichs are committed and strong leadership at the top- most level, honest and open communication, and empowered and balanced teams. In context with these factors, it can be stated that apart from the shallow clichs, it is extremely important for considering the other factors of ERP implementation as well, as these affect the success in a significant manner (Swanson 2007).Some of these factors include good management of project, appropriate vision and plan of business, appropriate systems of legacy and business, and culture and program for the management of change. References Calaway, E. 2000.Enterprise Resource Planning Integrating Application and Business Processes Across the Enterprise. Computer Technology Research Corporation, Charleston, SC. Davenport, T.H. 2007. Puting the enterprise into the enterprise system. Harvard Business Review, pp. 121-31. Gibson, N. 2009. A critical success factors model for enterprise resource planning implementation,Proceedings of the 7th European Conference on Information Systems, 1, pp. 273-97. Godla, J. 2009. Critical issues affecting an ERP implementation. Information Systems Management, pp. 7-14. Nemec, J. 2008. Making ERP succeed: turning fear into promise. IEEE Engineering Management Review, pp. 116-23. Swanson, D. 2007. A recipe for ERP success. Beyond Computing, pp. 44-5.