英语论文网

ation and positive attitude of all employees towards the project (Gargeya and Brady, 2005), and they must be loyal and responsible with their own involvement (Nah et al. 2001, Gargeya and Brady, 2005). They must appear more visible in the company and lead a more active role in the project such as emerge in the company’s circulars, spending more time with employees or suppliers and carry out regular meetings with employees beneath them (Hong Seng Woo, 2007). This can be achieved by awarding bonuses to project success (Nah et al. 2001, Gargeya and Brady, 2005).

Another vital concern is top management must fully understand and support the changes ERP brought into the company. ERP implementation is not simply an IT project (Hong Seng Woo, 2007) or installation of a computer system (Mustacello and Chen, 2008). Unlike any other software system, ERP is more than technological changes (Hong Seng Woo, 2007). The wave of change covers inside out the company where it changes the way employees does their jobs and how the company operates. Top management should not push the ERP implementation mainly to their IT department but they are the one who must fully accountable of it (Mustacello and Chen, 2008).

(Good project management) Fine project management is crucial (Nah et al. 2001, Kim et al.; 2005, Gargeya and Brady, 2005, Hong Seng Woo; 2007.) The study of Mustacello and Chen (2008) shows a strong project management skill in project definition, scope, monitoring and status. Prior literature propose successful ERP implementation requires brilliant project management of clear aims and scope, careful progress observing, realistic timelines (Nah et al. 2001, Kim et al., 2005) and development of good resource plan (Hong Seng Woo, 2007). This includes amount of the systems installed, extent of business process reengineering required and engagement of business units. Any changes should be comprehensively checked in preventing any deviations from the scope. The critical concerns of the project should be identified. Deadline helps to tie within the timelines and budget to maintain cost borne to date. Lastly, the resources should not comprise of IT staffs only (Hong Seng Woo, 2007) as ERP implementation is not merely a technological change.

(Proper planning) Planning should not be taken nonchalantly in ERP implementation (Finney and Corbett, 2007; Gargeya and Brady, 2005, Nah et al. 2001). Planning refers to recognizing clear goals and objectives and ensuring a strong link between those goals and strategy (Finney and Corbett, 2007). While goals must be sensible, strategies should slot in certain degree of risk. An existence of a clear business plan modeling on how the business should operate behind the implementation development will help keep focus on goals set earlier. As said by Nah et al. (2001), a proper business plan delineates project definition, strategic benefits, resources and costs to be borne, risks and timeline.

In spite of of developing a firm business plan, some implementations project may not seem shine. Waste Management, Inc encountered lost control on unexpected cost and subsequently call off their ERP project. This failed cases mainly attributed by over budget, some by as much as 189 percent (Gargeya and Brady, 2005).

本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。