Information Technology Reference
In-Depth Information
The Existence of a Wide Commitment
in the Different Areas of the Firm
to change processes. Motwani et al. (2002) sug-
gested that the organisations should be prepared
for fundamental change to ensure the success of
the business process reengineering.
The companies must profit from the ERP imple-
mentation to optimise their business processes by
promoting the change in the management system
and the experience in the consultancy teams that
take part in the implementation of the new sys-
tem. Therefore, it is critical the process of change
that accompanies to the project. The focus in the
change of the management allows surpass the state
of uncertainty that appears in the people working
in this kind of projects.
In the management of the change in a project
for the implementation of an ERP system, the firm
must work on three different aspects: information,
training and involvement.
It refers to the existence of a communication plan
(Falkowski et al., 1998; Holland et al., 1999;
Summer, 1999; Rosario 2000; Mabert et al. 2003)
empowered decision makers, and team morale
and motivation
Taking into consideration that the ERP systems
are enterprise wide information systems that at-
tempt to integrate information across all functional
areas in an organisation, it is important to get the
needed support from all functional areas in the
organisation. Everyone in the organisation must
be responsible for the whole system and key users
from different departments must have cleared the
project implementation phases.
When realising the implementation of an ERP, a
previous methodology must be established, where
clearly the steps in the project and the involvement
of each of the key-users and the consultancy team
that takes part in the implementation are specified.
The Effectiveness of the
Project Management
It has to do with the aspects of the change manage-
ment (Falkowski et al., 1998;: Holland and Light,
1999; Rosario, 2000; Sommers and Nelson, 2003),
and project cost planning and management (Hol-
land and Light, 1999; Somers and Nelson, 2003).
Project management plans, co-ordinates and
controls the complex and diverse activities of
modern, industrial and commercial projects.
The implementation of ERP systems implies the
working of different activities, all involving busi-
ness functions and requiring a long time effort.
There are five main parts to consider in project
management
The Existence of a Wide Commitment
in the Different Stakeholders in
the Implementations (Vendor
Support, External Services)
It is close referred to the selection of the ERP
(Sommers and Nelson, 2003; Al-Mashari et al.,
2003) and the consultant selection and relationship
(Al-Mashari et al., 2003; Motwani et al., 2002.
It is very important for the customer that decides to
implement an ERP system in his/her organisation
and for the providers, to align the implementation
services with the achieving of the objectives fixed
for the project. Those objectives must be defined
in the design document elaborated once that the
analysis and requirements feeding phases have
been finished. The design document must contain
the situation of the business processes before the
implementation and the future situation, once
1. Having a formal implementation plan
2. Offering a realistic time frame
3. Celebrating periodic status meetings
4. Having an effective project leader
5. Including project team members that, at the
same time, are stakeholders
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