Overview of the Implementation Process – ERP

Overview of the Implementation Process – ERP

The ERP implementation process can be divided into several elements: the ERP life cycle, business process reengineering, project management, and change management. This report aims to describe the ERP implementation process and the responsibilities of the ERP system’s stakeholders.

ERP Life Cycle

The ERP life cycle begins with the planning phase, where scope, requirements and goals are determined. It also entails evaluation of current processes and intervention provisions for gaps and opportunities. The selection phase follows the planning phase, in which organizations scrutinize the different ERP software and vendors to identify what best suits the organization’s needs. (Amado & Belfo, 2021). The design phase focuses on identifying the strategies and means that would ensure that the ERP system matches the business processes. The implementation phase is carried out next, in which the ERP system is put into operation. The testing phase is critical as it involves the actual validation of the system and asserting that it meets all the requirements as laid down. The go-live is the actualization of the ERP system once users are to switch to it. Lastly, the post-implementation support is tendered with a view of dealing with any problems that may emerge.

Business Process Reengineering

Business process reengineering refers to the reformulation of business processes to enhance the operating outputs, efficiency and capability. From an ERP angle, it entails an evaluation of the processes in order to determine the gaps that need to be filled (Bimantara et al., 2022). Some organizations are bound by the capabilities of the ERP system and as such, the new business processes that are initiated tend to follow industry best practices that are inherent in the ERP package. They are incorporated into an ERP system that ensures that modifications in the business processes are aligned with the functionality of the solicited software.

Project Management

In implementing the ERP system, there is a need to adopt good project management, (Mahmood et al., 2020). Among these components, defining the tasks and duties of the project team, stakeholders, and other consultants is one of the essential stages. This also involves the formulation of a detailed plan to facilitate the development of the project, which covers the timeline, the checkpoints, and the resources that the team shall use. Another process includes a constant check of how work progresses in accordance with the promised plan; this will indicate deviations or problematic elements. Another area of focus in managing ERP implementations is the risk management processes that are put in place to deal with various project risks. During the initiation of the project, it is desirable to determine the potential risks in relation to the given project, as well as the ways of their control. It helps organizations minimize large errors in achieving the desired goal of implementing the ERP system.

Change Management

Change management is important for ensuring user acceptance and minimizing resistance during the transition to an ERP system. To effectively manage change, first is to maintain clear and open communication with all stakeholders about the changes being implemented and the benefits of the new system (Jayeola et al., 2022). Another strategy is providing comprehensive training for users to ensure they are comfortable and proficient with the new ERP system. Also, it is important to engage users and stakeholders in the implementation process to foster a sense of ownership and commitment to the new system. Establishing feedback mechanisms for users to report issues.

Role of Stakeholders

The successful implementation of an ERP system relies on the collaboration and contributions of stakeholders such as staff within the organization, vendors, consultants, and the organization itself. The staff includes management who champions the ERP project and secure necessary resources, project team comprising of members from various departments that oversees the implementation, and end user employees who will use the ERP system daily. The ERP vendor is responsible for delivering the software solution and providing technical support throughout the implementation process.

Organizations that lack experience in ERP implementations normally engage external consultants. These experts bring specialized knowledge and experience, helping to guide the organization through the complexities of the implementation process. The organization’s role is to establish a governance structure to oversee and allocate sufficient resources, including time, budget, and personnel, to support the ERP implementation process.

References

Amado, A., & Belfo, F. P. (2021). Maintenance and Support Model within the ERP Systems Lifecycle: Action Research in an Implementer Company. Procedia Computer Science, 181, 580–588. https://doi.org/10.1016/J.PROCS.2021.01.205

Bimantara, R., Putu, I., Bayupati, A., & Rusjayanthi, N. K. (2022). Business Process Re-engineering and ERP System Implementation in Design Company. JITTER-Jurnal Ilmiah Teknologi Dan Komputer, 3(1).

Jayeola, O., Sidek, S., Sanyal, S., Hasan, M. M., Singh, A. P., & Hasan, S. I. (2022). The Nexus between Top Management Support on Change Management, Cloud ERP Implementation, and Performance of SMEs. Academic Journal of Interdisciplinary Studies Www.Richtmann.Org, 11(3). https://doi.org/10.36941/ajis-2022-0084

Mahmood, F., Khan, A. Z., & Bokhari, R. H. (2020). ERP issues and challenges: a research synthesis. In Kybernetes (Vol. 49, Issue 3, pp. 629–659). Emerald Group Holdings Ltd. https://doi.org/10.1108/K-12-2018-0699

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For Milestone One, you will submit a written report in which you will provide an overview of the implementation process (e.g., the ERP life cycle, business process reengineering, project management, and change management). Discuss the role of staff, vendors, consultants, and the organization in making the ERP implementation process successful.

Overview of the Implementation Process – ERP

Specifically, the following critical elements must be addressed:

• An overview of the implementation process (e.g., the ERP life cycle, business process reengineering, project management, change management)
• Key roles (staff, vendors, consultants, and the organization)