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ERP IMPLEMENTATION STORY SUMMARIZE A SUCSSEFFUL OR FAILER STORY OF ERP IMPLEMENTATION? ONE PAGE ONLY IN POINT. ces of information an ERP System should tapture in monto 10.3 the example below: Many organizations have experienced scan dilinmesting ERP IA major soft drink bottle, which implemente implementation, but not without losiped facity committing millions of dollars to purchase 1, i did corners during implementation, Relying online the botter expected to thach from its ads Thing costs and reduce expenses, the company young lam's recommendations regarding the project. This placed the communication problems, which led to the temi dy pople and will .com) ylun) eports, ampo- employees. All of these factors, in turn led to a tu wa pauty underne, de beginning, a hindrance to the overall tesisat 200) Umble and Umble (2002) identified 10 sa Causes of implementation failures 1. Poor leadership from top management Secting and healing an ERP system is an enormous undertaking in terms of time, and ep Cear, trong leadership and support from top management estatal e a succesful implementatives them, employees are likely to view the ERP system samochette de joc 2. Automating artisting redundant or non-vale added processes in the now systers An ERP implementation project is ten time to sider the company's business processes. In other words, do policies, processos, and internal 06- trols make sense from a business point of vi? De ce sada torn zational stakeholders? La most organization, at least a fepelicies and process will ables P need to be changed to make the most of the ERP system. Otherwise, manges will be doing the same, ineffective things-ooly fastet 3. Unrealistic expectations. An ERP system is designed to collect, process, and mopot data and information for making some deitiese ency System are not a panacea for problems with organizational chepoody designed besiness processes, or inadequate internal controls Expecting an ERP system to fix those kinds of problems is a forlorn hope and will seriously jeopard the project's succes 4. Poor project management ERP system selection, testing, and implementatice ure time-intensive, long-term projects. To be successful sungen hoe to apply solid pro- ject management techniques for selecting the right people, completataks in the right order, and staying on schedule. 5. Inadequate education and training. This file cause is inked to many others in this list. Without good training and education, employees may have umastic expecta tions of what the ERP system can do they aho says the FRP implementation as solely an information technology project, zber that as an opportunity to malye business processes and make them better 6. Trying to maintain the sales que Sunce an ERP chamar undertake implementation will almost always create and throughout warga zation. When people are fearful about their and fire in the firm, they will likely act in very dysfunctions were really to avoid this problem, betont and honest boede start about the purpose and pots ble results of implementing the ERP 6 of normation an Ertem should cature in the shown above 10.3 Many organizations have experienced significant difficili sy consider the example below: . implementation, bot mo without losificat de A major soft drink botter, which impienda de committing millions of dollars to purchase the corners during implementation. Relying to you and of the border expected too much from its eady came uplos Inicio costs and reduce expuse the payment recommendations regarding the project. This al implementina cated in torud communication problems, which led to the termination of key people and cleaneng esployees. All these factors in tam, led 10 grey terenowe beginning, a hindrance to the overall business (Butter and Finlich, 2015) Umble and Umble (2002) identified 10 major causes of ERP implementation failures 1. Poor leadership from top management Sclecting in ERP system is an enormous undertaking in terms of time, money and explore leadership and support from top management are essential for a succesful implementat them, employees are likely to view the ERP system as just there is on 2. Automating existing redundant or non-value-added processes in the new systest An ERP implementation project is a temic time to reemide the company's business processes. In other words, do policies, procedures, doces, and mo trols make sense from a business point of vic? De the processadd value to organi zational stakeholders? In most organization, at kasta policies and process will need to be changed to make the most of the ERP system. Oderis, mass will be doing the same, ineffective things-only fastet. 3. Unrealistic expectations. An ERP system is designed to collect process and report data and information for making margement destinate elective Systems are not a panacea for problems with organizational char, poorly designed business processes, or inadequate internal controls. Expecting an ERP som to fit ose kinds of problems is a forlom hope and will seriously jepunfas the project.cc 4. Poor project management ERP system selection, testing, and implementation are time-intensive, long-term projects. To be successful, magers have to apply slid peo right order, and staying on schedule. ject management techniques for selecting the right people, completing tutis in the S. Inadequate education and training. This failure case is linked so many others in their list, Without good training and adorasos, employees may have unresistic etport tions of what the ERP systeme can do they also muy see the ERP implementations as solely an information technology project, rather te s opportunity to muiye business processes and make them bei 6. Trying to maintain the same. Since an ERP chamar undertaking implementation will almost always create fear and any oughts organi zation. When people are fearful about their job any and future in the fiey will likely act in very dysfunctional ways, either in a wally. To avoid this problem, be unfront and honest frost about be purple and post- ble results of implementing the ERP com 124
