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(Effective communication) Needless to say, management found ERP implementation projects as the most difficult systems development projects (Kumar et al., 2003 cited in Mustacello and Chen, 2008 pp. 67). Hence, communication among all level of employees impinges on the new change of ERP system is a necessity (Finney and Corbett, 2007; Hong Seng Woo, 2007; Mustacello and Chen, 2008, Nah et al. 2001). Effective communication should take place within the entire organization including suppliers and customers (Finney and Corbett, 2007, Hong Seng Woo, 2007).

Communication creates widespread understanding and acceptance of ERP as well as reducing perplexity (Hong Seng Woo, 2007). Naturally, people are defied to change especially the elderly employees. It is very intricate to implement ERP without cooperation and support from employees (Mustacello and Chen, 2008). Thus, it is crucial to inform employees on the assistances that ERP can grant them (Mustacello and Chen, 2008).

As can be found in Hong Seng Woo (2007) study, the top management conducted ongoing cycle of briefings with their employees, suppliers and customers as to ensure those parties are acquainted with what was going on with the company’s ERP implementation activities. They also initiated regular contact with key managers who in turn cascading it down to the employees beneath them. Other than that, updates of ERP implementation progress can be viewed anytime at the company’s intranet.

(Best and balance project team) Having right composition of ERP implementation team is very vital (Finney and Corbett, 2007; Gargeya and Brady, 2005, Nah et al. 2001, Hong Seng Woo, 2007). Yet, it may be hard to have (Hong Seng Woo, 2007).

Team member should possess a balance of both business and IT skills (Finney and Corbett, 2007, Hong Seng Woo, 2007). Hong Seng Woo (2007) suggests other than having technologically knowledgeable they should understand the company and its business. The team should consist of the organization’s best and brilliant individuals (Finney and Corbett, 2007; Nah et al. 2001) and be a cross-functional (Hong Seng Woo, 2007) to reflect the cross-functional nature of ERP system (Amoako-Gyampah, 2004; (Spathis and Constantinides, 2003).

The project manager should cherish a high level of team member’s morale and enthusiasm during the project. Team leader may create a positive working environment and recognizing team member’s effort (Finney and Corbett, 2007). The ERP project should be their top and only priority assign to their work job. All of them should be assigning to a location on a full time basis commitment (Finney and Corbett, 2007) to ease working together (Nah et al., 2001) and smoothen the project. In monetary amount, the team should be given reward and incentives in accomplishing the project goals (Nah et al., 2001).

The team should have a right mix of external consultants and internal staffs (Nah et al., 2001). Consultants need internal staffs to explain on business process and culture while staff can develop and learn the necessary IT skills for design and implementation. Internal staff should dig as much knowledge as possible because after go-live activities they are the one wh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。