Essay About Erp Implementations And Need Of An Effective Communication

What Are the Success Factors for Erp Implementations? Litterature Review
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Razakaboana Jordi
IS1 ENTERPRISE COMPUTING AND ERP SYSTEMS — HT2016
LITERATURE REVIEW
What are the success factors for ERP implementations?
INTRODUCTION
ERP (Enterprise Resource Planning) system have known a real success
nearby a lot of company of every size and which are in several sector of activities.
The ERP system is the link between several modules and a database that allow a
good performance of a company. The implementation of ERP system in the
company were motivated by the replacement of the priority functional system, the
simplification and standardisation of the system, improvement of the interaction and
communication with the providers, customers and all the partner of the company. To
get implemented into an organisation, the ERP system need to follow several rules
and the team who implement it need to follow a lot of recommendations. We are
going to see what are the critical success factors to succeed the implementation of
an ERP system on a company according to several researches.
According to several studies, we can found a lot of different success factor to
implement ERP system into a company. Those different factors are called CSFs in
most of the studies for Criterial Success Factors. We frequently found some top
CSFs factors which are “well communicated top management commitment”, a team
with the “best people” on it, the participation of every department, goal and objective
as clear as possible, a good management of the project, reasonable expectation at
the end of the project, support from the vendor and so on? Furthermore, a lot of
researches also mentioned the need of an effective communication, a good
organisation between the enterprise and the software company which means that
they need to cooperate as much as possible. Training and educating the user is also
important. The company also need a rapid and iterative prototyping to build
knowledge and the initial strategy shouldn’t be modified. Finally, a tight control on
modification that are proposed, a large experience of the consulting support and top
management involvement are also important. That’s a non-exhaustive list of the
CSFs needed to focus on when an ERP is implemented in a company but they are
nonetheless important. In the following table from Ahmad A. Rabaa’i on his paper
Identifying Critical Success Factors of ERP Systems at the Higher Education Sector
we can see that the top management commitment and support is cited a lot of time
in the different literature that he studied in equality with change management.
In the following we can find the CSFs identified commonly by the different searchers.
As it is mentioned in Buckhout (1999), in Bingi (1999), Rosario (2000) and
Wee (2000) the teamwork and the composition of the team is really important during
the lifecycle of the ERP. Also, the ERP team really have to be composed by the best
qualified people of the organisation. Furthermore the team need to be cross
functional and that is a really important point. As it is written by Sumner (1999) the
team working on the ERP implementation need to be composed by internal
employee of the company mixed with some consultant to allow the employee of the
company to get the competences for design and implementation of the ERP system.
Furthermore in Dumitru Valentin and Florescu Vasile research they are adding that
training the team to assure the competences and the capacity of the person to use
efficiently the ERP system is really important. They are starting with the principle that
it is really primordial to use the best using of the ERP. Furthermore they are saying
that implication of the users on the implementation of the ERP is one of the most
important success factor of the implementation of the ERP in that change
management and it is also important that the CEO is implicated on that
implementation. That join what Sumner said about the coworking of the employee
and the consultant. Wee (2000) is also saying that the team need to be as often as
possible located together to facilitate the co-working on what he add that the
partnership should schedule regular meetings to achieve similar goals. Dumitru
Valentin and Florescu Vasile are adding that the ERP implementation have to be the
project of the whole company to be a success.
After the team composition, the second criteria that we are going to develop is
about business plan. Buckhout (1999) is saying that a clear business plan and a
clear vision of the direction that the project should have is needed during all the ERP
life cycle. Holland (1999) is saying also that the business model should be clear and
explain well how the organization have