What Are the Success Factors for Erp Implementations? Litterature Review

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to operate for the implementation effort. He is

also adding that goals and benefits have to be identified and known and the ERP

need to be implemented according to the business needs. All of that will make the

work easier according to Rosario (2000).

Then, we can also notice that the communication is really important to ERP

implementation, Falkowski (1998). According to Wee (2000) the management of

communication, expectation and education of the employee are really important.

That means at every level, expectations need to be communicated, furthermore

everyone need to be educated to carry out the project. That also means that the

progression of the project need to be communicated to all the organisation. To join

the business previous part, Sumner (1999) and Wee (2000) also mentioned that

every proposed changes have to be evaluated and communicated. In fact every

changes can go against the business benefits so it has to be verified before implementation. Sumner (2000) is adding that employee should be told anytime and in advance about all the changes including the scope, the objectives, the activities

and the updates and they have to admit that the change will occur.

It is also mentioned that the project must be defined in a formal way for the

milestones, Holland (1999). That means all the deadline and so on need to be fixed

and can not change and have to be respected otherwise the budget and the

credibility cannot be maintained. It has to be a management for the forcing of timely

decisions according to Rosario (2000).

Furthermore the project need to have a leader and according to Sumner

(2000) this leader need to “champion” the project. That means he is having the high

level executive control and he has the power of setting goals and legitimizing

changes. To have leadership is critical for the success as well.

That drive us to the change management. Change management is really

important since the beginning of the project and through the entire lifecycle of it. The

enterprise culture, organization and people change should be managed according to

Rosario (2000). Values and common goals need to shared to allow the project to be

a success. That also means that the company have to have an identity that is open

to change. Training of users, working with change agent and identifying the job

problems for every users are important, Rosario (2000).

Furthermore, Sumner (1999) is saying that the software, as far as possible,

should not be modified at all in what Rosario (2000) added that avoiding modification

can help to “reduce errors and to take an advantage of the newer version” of the

project. Modeling the process with process modeling tools can help to customize the

business process without changing the code of the software, Holland (2000).

To conclude, we can see that there are a lot of different recommendation

according to researchers to be able to success on the implementation of an ERP

system on a company. There are several success factors that really need to be

followed by the company otherwise the ERP system is going to fall. We can raise for

example that the company need to work with the consultant to allow the employee of

getting the experiment on using the ERP and implementing it but also that the team

working on the implementation of the ERP is not only few persons but the whole

company. Furthermore, it is really important to be ready to change for a company. It

means they need to accept the implementation of the ERP system, the employee

need to be aware that their way of working is going to change and a change

management need to be implemented to structure all of that. Finally communication

and a good management of the project including following of the deadlines, taking

the good decision, not changing everything at anytime that can causes errors, define

the goals of the project and the goals of the business plan are also important to

succeed on the implementation of the ERP.

REFERENCES

- Bingi, P., Sharma, M.K. and Godla, J.(1999),” Critical issues affecting an ERP

implementation”’ Information Systems Management, pp. 7-14.

- Buckhout, S., Frey, E. and Nemec, J.Jr(1999), “ Making ERP succeed :

turning fear into promise” IEEE Engineering Management Review, pp 116-23.

- Rosario, J.G.(2000) , “ On the leading edge: Critical success factor in ERP

implementation projects”, Business world Philippines.

- Sumner, M.(1999), “ Critical success factor in enterprise wide information

management system projects”, Proceeding of the Americas Conference on

Information Systems( AMCIS) pp 232-4.

- Wee, S.(2000),”Juggling toward ERP success: Keep key success factors

high”,ERP News, February, available

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