Managing an ERP Implementation Essay #2

Managing an ERP Implementation
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 organization. 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. There is a problem in that; most businesses do not have clear guidelines for adoption or implementation of an ERP system. According to Komorousova (2012) most businesses do not have a clear guideline on the right plan to adopt during implementation; something that leads to business failure. 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 is very limited research on what should be done. This presents a potential opportunity for future 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 be involved in the full course of the project. The top management is one of the determining factors of the success of ERP implementation. Their attitude and orientation towards it implementation determines the success of the project. The top management is the guiding factor of the other employees (Scholtz, Calitz&Cilliers, 2013). Therefore, they must endeavor to show the correct attitude towards the implementation of the ERP.
Some researchers point out that it is essential that the top management allocate the needed resources and time for the project to be implemented pro...