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An experience in ElectricCo can be taken as lesson on failed ERP project due to poor project team (Hong Seng Woo, 2007). The top management decided that IT department should run the project with all team members consists of mainly IT staffs and specialists. Although the team has vast knowledge on computer languages, system, network and internet, they are not familiar with the business operation. In addition to that, the specialist consultants had little practice working with Chinese companies and had little understanding of Chinese management, culture and practices. Worse, the communication among them is distracted as many of the consultants do not have the ability to speak Chinese languages.

(System development and testing) Conducting business process reengineering (BPR) and system development and testing is critical (Nah et al., 2001, Gargeya and Brady, 2005; Mustacello and Chen, 2008; Kim et al.; 2005) and was the third most commonly cited CSF (Finney and Corbett, 2007). BPR refers to how the business will operate after the system is totally can be used (Finney and Corbett, 2007) in go-live phase. BPR brings immense changes in the company, thus the project should seriously consider the inclusion of system testing, troubleshooting and simulation exercises before the system go-live (Finney and Corbett, 2007; Nah et al., 2001).

But before the testing can be conducted, the overall business procedure, business requirement and ERP architecture should be established (Nah et al., 2001). There should be a plan for cleansing and migrate data into the new ERP system. Many success of the implementation process lie on the conversion team to ensure data accuracy and matched during the migration process from legacy system to the new ERP system (Finney and Corbett, 2007). Another important matter is the business procedure (i.e. in term of flow chart for easy referring), requirements and system configuration must be documented as a basis of reference in the future.

Vigorous system testing (Nah et al., 2001) is needed in ensuring the system will operates efficiently and smoothen all system transact. While The Gilette Company endured five months of rigorous testing procedures before their successful go-live date (CIO, 2000 cited in Gargeya and Brady, 2005), Eastman Kodak completed the implementation in time and attributed testing as a primary factor for their success (PR Newswire, 2001 cited in Gargeya and Brady, 2005). The fear in an ERP implementation project is after months or years of ongoing development, the team member are exhausted and just focusing on completing it in a rushing dispirited manner. The result is testing is reduced or ignored. Needless to say, the penalty of not having enough system testing can be tragic and may lead to malfunction of the ERP system (Mustacello and Chen, 2008).

(Business requirement and change management) It is common that all ERP adopters require ERP to follow and fit their business operations and procedures. Companies will feel ERP as a cross-functional system should meet their requirement of which ease, smoothen and add value to their daily transaction. Moreover, huge amount of money has been spent from the selectio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。