Implementing A New ERP System Into The Enterprise: Best Practices In Project And Change Management

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Implementing A New ERP System Into The Enterprise: Best Practices in Project and Change Management Introduction The role of Enterprise Resource Planning (ERP) systems in companies today is rapidly changing from just providing after-the-fact reporting of results to delivering analytics and intelligence on how to succeed with new products and services. ERP has in the past been relegated to just managing the interactions and interconnections between supplier, manufacturing operations and to a lesser extent, fulfillment. ERP is rapidly emerging as a viable framework for guiding the strategic decisions and directions of any manufacturing or service-related business globally with greater accuracy and profitability (Ash, Burn, 2003). With ERP being such a significant strategic platform for growth of companies, it is not surprising to see so many being upgraded and enhanced to help companies stay in step with their customers using SaaS-based Customer Relationship Management (CRM), predictive analytics and greater visibility through the entire value chain of a business as a result (Ash, Burn, 2003). With so much riding on the implementation of an ERP system from a customer relationship and analytics standpoint, effective project and change management is the most critical success factor there is in attaining strategic plans using these systems(Chen, Yang, 2009). The intent of this analysis is to define which information should and should not be shared with technical and

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