Enterprise Resource Planning (ERP) Implementation

Managing an ERP Implementation
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Introduction
For several years now, enterprise resource planning (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 requirements within a single computer system. This is important as it offers 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 the best practices identified in various areas of activity. During an implementation, it is, therefore, critical for management to put in necessary business processes to enable the company to adapt, and the system to be configured and optimized. One of the problems that most businesses face is that do not have a clear guideline on the right plan to adopt during implementation something that leads to business failure (Komorousova (2012).
Organizations are increasingly looking at the successful implementation of ERP to improve their competitiveness as they adopt changes. For instance, Business Process Reengineering is one of the approaches in change management associated with improved efficiency and performance among organizations (Goksoy, Ozsoy & Vayvay, 2012). Even though, organizations may experience failure while implementing ERP, change management is necessary as it is associated with improved organizational competitiveness (Goksoy, Ozsoy & Vayvay, 2012). ERP leaders can resolve resistance to change since their commitment and involvement affects an organization as a whole.
According to Wickramasinghe, &Gunawardena (2010), during an ERP implementation, the whole structure of the 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 limited research on what should be done while this provides an opportunity for further research. 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 manager as the manner in which the way they treat the implementation plan determine 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...