E.R.P. Implementation Problems

Explain the importance of giving team members the opportunity to discuss work progress and any issues arising

* Assemble project teams and make sure everyone is updated on project start dates, and there team responsibilities.

* Adequate staff training is necessary immediately after implementation and tailored to each end-users role. End-users lack of understanding a new system can lead to avoidance or unintentional use of the system.

Implementation is the execution of the plan, or implement the idea or model, or design to do something. Also, is a procedure that must be followed in the initial thinking of something actually happen. Therefore, the implementation includes all the processes included in getting a new software or hardware work correctly in their environment, including installation, configuration, running, testing, and make the necessary changes. The chapter is organized as follows: Section 2 gives some information about programming languages used to implement the system. Section 3 presents programs and tools and software specification. Section 4 gives a general overview and screen shots of the system.

Kumar, P. (2010). Successful implementation of ERP in a large organization International journal of engineering science and technology. Vol. 2(7), 3218-3224. Retrieved from http://www.ijest.info/docs/IJEST10-02-07-151.pdf

The reason behind NIBCO's decision to implement an ERP system is that the company realized that the architecture of the current information system was not sufficient in supporting the matrix and the cross functional organization structure that had been implementing by the company in 1996 (Brown, DeHayes, Hoffer, Martin & Perkins, 2012). NIBCO's expectations to benefit from the ERP system was directly associated with the reason why the company decided to implement the system. The organization realized the importance of upgrading its architecture in order to resolve the issue of the year 2000. It must ensure that the new information technology system is coordinated with the organization's structure. Further, the management expected that the new system would be able to integrate the organization's systems and provide support to the growth ambitions of the company (Daryl, 2002).

Muscatello, Small, and Chen (2003) state that ERP systems, when they are implemented effectively, can bring impressive strategic, operational and information-related benefits to those firms that adopt them. However, in such situations, a failure in implementation might bring about the financial collapse of the firm. They further state that in the modern world, most of the information about the failures and successes are based on reports that are made concerning ERP implementation in big manufacturing and service organizations. However, it is stated that those who sell ERP systems are now steadily turning their marketing sights on small and medium-sized manufacturers. It is because of this that Muscatello et al state that researchers have been given the opportunity to gather, analyze and disseminate information that will help these firms to

In general, ERP systems are designed to standardize information entry and create data storage for information sharing across the organization. There are numerous advantages of ERP but skeptics argued on the fact that these advantages can be also achieved by simplification and lean production methods. IT systems could be effective and reliable in the long run but at the same time there is an uncertainty about whether it will align with the concerned business process. For instance, the ERP system implemented at the Korey plant to replace MRP system failed. Though it met the requirements of individual unit and enabled employees with wide range of

ERP implementation is unlikely experience that any company will have. It has to be planned prepared and stimulated from the entire stakeholder otherwise it will sunk the millions of dollar and it drain the companies market. In case of Nestle USA, it confronted a lot of difficulties due to improper implementation plan yet be able to recover as a successful project. Many organisations have gone through the similar situation that there are plenty of lesson to be learned. We can conclude that ERP implementation needs big consideration on business requirement, business process reengineering, stakeholder’s involvement, hardware and software and other units.

After reading the case study, there were many conditions which I think made the ERP implementation desirable for Bombardier Aerospace. As quoted in the case study by a senior project manager that ‘Organization has become a textbook silo organization’ because of its acquisition strategy. This particular quote is one of the desirable reasons as whenever Bombardier Aerospace acquired any company they adopted the data, process and the systems of each company and hence it was just like a textbook silo. The cost of information system ownership increased due to the increased number of systems. There were process delays, sequential

The problem presented by Joseph-Armand Bombardier is the upcoming third round of ERP implementation in his organization. Even though a big improvement over the efficiency and success of execution between the first ERP round (Mirabel plant) and second round (Saint-Laurent plant), there is still room for improvement.

Maersk Drilling (MD) is undertaking a large-scale, fundamental change to implement a new ERP strategy and develop the proficiencies to accomplish effects not possible simply by refining and enhancing their current way of organizing and optimizing work procedures. Maersk Drilling is implementing a deep change, in that it involves shifts in the behaviors, normative procedures, and standards of end-users. Structures, work processes, technologies, and finance practices are being intentionally redesigned to foster new procedures and performance. The employees mutually develop perceptions as they participate in both scattered and ongoing self-help training to plan and implement changes in what and how work is done with the new ERP system.

The frequent monitoring in the implementation of these changes is an important strategy for the effectiveness of this system and conduct a management audit analysis to detect areas of errors during this process. The relationship among organization process, system, and professional is decisive. The needed tools aligned with the teamwork increase the effectiveness of this process. In these changes to open communication among executives and employees is an important organization’s strategy. For the correct communication of goals, issues and steps in this process, the participation of all departments in an open forum allows the interchange of ideas, and increases the motivation from employees.

Anderson (2014) said “ERP implementations rarely fail in formulation; however, they frequently fail in implementation.” It does not in with just purchasing an ERP system. A well designed implementation plan is the company’s ticket to success. A well designed implementation plan addresses all potential bottlenecks like execution problems such as lack of training, attitude and participation of the entire workforce from leaders to staff, and member selection for the whole ERP project implementation team. An ERP project is

This paper will discuss will discuss how to be successful and avoid failure when implementing an ERP system. I will define ERP, present the significant benefits of implementation, and identify the missteps (which may lead to failure)/steps to success in implementing an ERP system.