Identification And Assessment Of Risks Associated With Erp Post Implementation

Kumar, P. (2010). Successful implementation of ERP in a large organization International journal of engineering science and technology. Vol. 2(7), 3218-3224. Retrieved from http://www.ijest.info/docs/IJEST10-02-07-151.pdf

As a result of the vast nature of the ERP implementation process, risks are always present and existent. The related risks are commensurate with the scale of the ERP system project. Risks range from broad to narrow and pervasively affect the outcome of business processes after the “go-live” date when the ERP system is fully operational and available to end users (employees, lower level managers, etc.).

Risk assessment is one of the most crucial elements in the implementation of an ERP system that determines the success or failure of the whole system. GBI is vulnerable to various implementation risks and failing to assess these risks appropriately may result in budget and resource allocation problems. A careful analysis has been undertaken in this report to identify six major critical risk factors which need to be

The purpose of this paper is to research and discuss issues and challenges related to Enterprise Resources Planning implementation projects in Manufacturing and public sector. Examples from over organisations were also used as a lot of the main people issues are related to many organisation implementation of Enterprise Resources Planning systems. This paper focuses on the issues and challenges associated with people/users of an organisation. Before that an overview and definition of ERP is provided. The issues and challenges discussed are fear of change and resistance to change, engagement of users in the implementation phase, role changes, knowledge and no/limited training. Solutions and recommendations are provided to

Samuel, R. D., & Kumar, S. (2013). Prediction of Erp Success Before the Implementation. In International Asia Conference on Industrial Engineering and Management Innovation (IEMI2012) Proceedings (pp. 219-227). Springer Berlin Heidelberg.

In the article titled "Recognizable proof and appraisal of dangers connected with ERP post-execution in China," which showed up in the 2009 Journal of Enterprise Information Management (JEIM), Volume 22, Issue 5, was composed by Guo Chao Peng and Miguel Baptista Nunes. The motivation behind this article was to distinguish, survey and investigate potential dangers connected with ERP post-execution. The creators had did their experimental examination utilizing a quantitative methodology. They received a deductive exploration configuration in view of a cross-sectional poll review for 118 substantial organizations to analyze dangers of ERP post-execution. Be that as it may, a few confinements ought to be considered. This basic survey,

In the article titled "Recognizable proof and appraisal of dangers connected with ERP post-execution in China," which showed up in the 2009 Journal of Enterprise Information Management (JEIM), Volume 22, Issue 5, was composed by Guo Chao Peng and Miguel Baptista Nunes. The motivation behind this article was to distinguish, survey and investigate potential dangers connected with ERP post-execution. The creators had did their experimental examination utilizing a quantitative methodology. They received a deductive exploration configuration in view of a cross-sectional poll review for 118 substantial organizations to analyze dangers of ERP post-execution. Be that as it may, a few confinements ought to be considered. This basic

In the article titled "Recognizable proof and appraisal of dangers connected with ERP post-execution in China," which showed up in the 2009 Journal of Enterprise Information Management (JEIM), Volume 22, Issue 5, was composed by Guo Chao Peng and Miguel Baptista Nunes. The motivation behind this article was to distinguish, survey and investigate potential dangers connected with ERP post-execution. The creators had did their experimental examination utilizing a quantitative methodology. They received a deductive exploration configuration in view of a cross-sectional poll review for 118 substantial organizations to analyze dangers of ERP post-execution. Be that as it may, a few confinements ought to be considered. This basic

Once a multifaceted corporation or company makes the decision to adopt a particular Enterprise Resource Planning (ERP) system within their overall operational structure, the planning and implementation phases are simply the beginning of a continuous and constant process of observation, adjustment and analysis. The fields of project management and program management have been developed to direct the ever evolving series of changes and alterations made by an adaptable modern company in concert with the systemic requirements of its ERP system. Although it has been conclusively proven that "an Enterprise Resource Planning (ERP) implementation can result in a synergistic fusion of marketing, purchase, R&D, production, quality control, distribution and other cross functional activities," throughout a company's hierarchy, "the implementation requires inspecting every link in the operational and decision-making chains and then modifying them to take advantage of the new systems" (Bakht, 2006). By utilizing change control to effectively predict and respond to the thousands of minor adjustments made to an ERP system, a company can mitigate the consequences of scope creep, "happens when changes are requested that are not in the initially defined

What is ERP? ERP stands for enterprise resource planning. The ERP is essentially an information system that can be used by all various functions of an organization in one system. Organization with ERP systems face the challenge of maintaining their current system or upgrade to a new ERP. The researchers have identified six factors that influence the decision to perform an upgrade to the ERP system. The first factor is the cost of the upgrade. It is a major factor since most organization’s on average will spend 80% of the initial cost of

Guo Chao Peng and Miguel Baptista Nunes, (2009),"Identification and assessment of risks associated with ERP post-implementation in China", Journal of Enterprise Information Management, Vol. 22 Iss 5 pp. 587 - 614

“Identification and Assessment of Risks Associated with ERP post-implementation in China” was authored by Guo Chao Peng and Miguel Baptista Nunes and published in the Journal of Enterprise Information Management (JEIM), Volume 22, Issue 5, 2009.

In light of their wide extent of use inside a business, ERP programming systems are commonly unpredictable and for the most part force noteworthy changes on staff work hones. Implementing ERP programming is normally not an "in-house" expertise, so significantly littler projects are more financially savvy if authority ERP implementation specialists are utilized. The period of time to implement an ERP system relies on upon the span of the business, the extent of the change and readiness of the client to take proprietorship for the project. A little project (e.g., a company of under 100 staff) might be arranged and conveyed inside 3 months; nonetheless, an extensive, multi-site or multi-nation implementation may take years.

Regardless of what industry your business is a part of, implementing an ERP system is a crucial venture that must be taken seriously for it necessitates strong commitment by the project team and solid support by the business leaders for guaranteed success. It is a known fact that ERP deployment is among the most costly, labour-intensive, lengthy, and complicated tasks a project team can take on.

First ERP Failure (Hershey): There are many organizations which were successful in the implementation of ERP’s but there are also ERP implementations which were a disastrous failures. Firstly let us know about few of such organizations. The most famous company Hershey’s, one among the top fortune 500 companies was once hit by the ERP failure in the year 1999.The Hershey Foods Corporation was founded by Milton Hershey in year 1894 . Hershey’s had approached three vendors SAP AG, Siebel Systems and Manugistics for implementing the ERP system. Few of the modules were implemented in January 1999, remaining modules were due on April 1999 [3]. Unfortunately it was delayed and was moved on to be implemented in July 1999 which had overlapped with the year’s busiest time when huge orders were received for Christmas and Halloween. To complete the implementation on a faster notion Hershey decided on following Big Bang implementation in which several modules were implemented parallel. This implementation was failed miserably due to lack of order management and fulfillment, even though Hershey had finished the product and