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Unit 8: ERP Implementation Lifecycle

notes

Task “User training is must for ERP implementation.” Suggest your answer

8.3 strategies to attain success

IN addition to obtaining needed IT capabilities, Willcocks and Sykes suggested the following
strategies to successfully implement and ERP system.

8.3.1 user versus technology focus

The focus can be given to better support methods currently in place or on the ERP design. An
ERP is intended to enable to do their jobs better. Business process re-engineering inherently leads
to changing views of business requirements. Therefore, requirements lists tend to be unstable,
and flexibility is required in ERP system implementation. This change can also outdate vendor
software capabilities. Willcocks and Sykes recommend focusing on user needs over technology.
Technology focus should be adopted only when the technological maturity required is high and
detailed specification can be developed.

8.3.2 Governance and Staffing

Willcocks and Sykes consistently found that effective business innovations require high-level
support and a project champion. This top support usually comes from the business side rather
than the IT side. Project managers for ERP implementation projects need to be credible to top
stakeholders have a record of success and be able to keep the project on its critical path. A
multifunctional team is essential including end users, in-house IT specialists, people with the
ability to get diverse groups to work together, and specialists in IT and business needs.

8.3.3 time-box philosophy

A short time frame for ERP implementation may seem clearly preferable, from a systems
perspective, this time frame is ideally six to nine months. Often this may be identified as
impractical. If so, it might be possible to decompose implementation into smaller projects, each
with tangible business benefits. This approach to time discipline helps reduce project risk of
failure to satisfy business requirements. This approach was referred to as converting “whales”
into “dolphins” by Willcocks and Sykes.
One reason short ERP implementation projects are undesirable is the time required for employees
to adjust to the new system. If employees have been working with different systems for extensive
periods a longer transition will be required to refocus the thinking of these employees.

8.3.4 supplier/consultant role in erp

Consultants can provide a great deal of knowledge and ERP experience. In highly innovative ERP
systems supporting activities that the organization has as core competencies it is best to strictly
control outside consultants. The alternative is to outsource management of business innovation.
This is counterproductive because the consultant gains the business’s expertise to sell to others.

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