ERP implementation

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ACKNOWLEDGEMENT

This research would not have been possible without the help of my research teacher and my family. I would like to appreciate their efforts and help throughout this research.

DECLARATION

This research is my own work and represents my own ideas. The university ideas are not depicted in this research. This is wholly and solely done by me.

Signed __________________ Date _________________

TABLE OF CONTENTS

ACKNOWLEDGEMENTII

DECLARATIONIII

CHAPTER 1: LITERATURE REVIEW1

Introduction about ERP1

Phases and life cycle of ERP adoption in an organization3

Factors affecting the success of ERP implementation8

Strategic factors9

Top management commitment and support9

ERP Implementation strategy and timeframe10

Vanilla ERP11

Project management11

Change management12

ERP creating the need for Business process reengineering (BPR)14

REFERENCES16

CHAPTER 1: LITERATURE REVIEW

Introduction about ERP

The first step in implementing an Enterprise Resource Planning (ERP) system is to understand the definition, purpose, and functionality of ERP. Unfortunately, that task is not as easy as it sounds. ERP systems represent different things to different organizations, vendors, and individuals. Defining ERP is difficult because there are many variations of the term within the manufacturing literature (Allen 2008 37). In addition, a wide variety of software companies advertise various versions of “ERP systems” with different modules and functionality configurations. To further complicate the matter, the concept of ERP is quickly merging with e-commerce, e-supply chain, and knowledge management. In spite of these difficulties, an understanding of the various components of an ERP system is necessary for comprehending how to best teach the ERP system to executives, managers, office workers, and shop floor personnel (Bartholomew 2002 58). Employees must understand the nuances of ERP to adopt it quickly and integrate it into the organization. Without an understanding of the ERP system by the people in the organization, a successful implementation is difficult, perhaps impossible. One place to start is to look at a traditional definition of an ERP system.

ERP as a business management thinking, it is a new management model; and as a management tool, it is also a set of advanced computer management system. In less than 10 years, the short period of time, the mode of information systems were widely used in business management. ERP system implementation to a large extent changed the company's existing business processes, so that the internal control environment is very different from before, along with the key internal control changes (Brickley1998 3-4). ERP system as a subsystem of the accounting information system as the environment changes, relying solely on corporate accounting control has been difficult to deal with market risk, accounting risk control required to control the development. Traditional accounting information system of internal control deficiencies is not one of the internal control methods and information technology combined with organic, there is no standing under the ERP system environment to explore the mechanisms of internal control. Therefore, how to build enterprise ERP environment, the internal control system of accounting information systems, from traditional management to information management changes to strengthen in-depth study is an important issue.

Enterprise Resource Planning (ERP) systems, which are widely perceived as the most important development in the corporate use of information ...