Essay Available:
Pages:
3 pages/≈825 words
Sources:
8 Sources
Style:
APA
Subject:
Business & Marketing
Type:
Research Paper
Language:
English (U.S.)
Document:
MS Word
Date:
Total cost:
$ 15.55
Topic:
Managing an ERP Implementation
Research Paper Instructions:
Here is a list of topics that you may consider for your Research Paper.
Managing an ERP Implementation
History of Resource Planning
E-Business and ERP
ERP Implementations and Business Process Management
Business Process Reengineering
Global, Ethical and Security Management
ERP Software Selection Process
ERP System Integration
System Integration Challenges for Management
Enterprise System Architecture for ERP
ERP Architecture
Please provide and upload an outline before proceeding on this paper. Use only ProQuest for research sources.
Some things to keep in mind:
- This course as described in the syllabus is a “management approach” to understanding business information systems. Therefore, you could focus on the “leadership” or “management” aspects of one of the above topics. Your criteria within the library search would be something like:
- Leading an ERP implementation
- Managing an ERP Implementation
- Leading a software selection activity
- Leading an ERP project, etc. , etc.
- Remember this is a research paper, so you are looking for research articles. Also the publication date should be within the last 3 to 5 years.
- Here was a good article that I found when searching for ERP articles:
LINK
- Go to page 7 and you will see Discussion and Future Research Avenues. Check it out and you will see opportunities for further research to give you some ideas. For example:
- i. What does it mean to adopt ERP technology and software?
- ii. What is the definition for success in an ERP implementation?
- iii. Post implementation audit strategies and financial evaluations
- The idea is to extend the research by focusing on the opportunities for further research.
Research Paper Sample Content Preview:
Managing an ERP Implementation
Name
Institution
Managing an ERP Implementation
Introduction
For several years now, enterprise resource implementation (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 wants within a single computer system. This is important as it offers the 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 best practices identified in various areas of activity. During an implementation-it is-therefore-critical for the management to put in necessary business processes to enable the company to adapt and the system to be configured and optimized. 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 a 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. 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 managers as the manner in which they treat the implementation plan determines 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. Some researchers point out that it is essential that top management allocate the needed resources and time for the project to be implemented properly. The management has to define new strategies in order to accord employees a distinct vision of the orientation the company is pursuing. It must also endorse and offer support to all the business decisions that are made and participate in resolving any disputes that may need to be resolved (Komorousova, 2012).
The other thing that the management must do during the implementation stage is to offer a plan for the implementation process. The definition of a business plan mirroring a long-term vision is import...
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