Possibly
the most important issue in ensuring the success of enterprise systems is that
of managing change effectively. Such systems introduce massive changes in terms
of procedures and practices that the firm’s employees are used to. Large
systemic changes pose a threat and raise the levels of anxiety in the firm.
Figure depicts some of these issues.
Job
roles are changed and redefined, the employees are trained for using the system
in a manner that suits the new processes rather than what the employees were
comfortable with, and the flexibility that they enjoyed, in many cases, is
replaced by a rigid process.
Change
management entails training staff in the new procedures,
creating new teams, defining new tasks, creating new reporting relationships,
and creating a new culture in which employees will work. This requires careful
and sensitive handling of involved employees, right from the start of the
project. Key employees from departments and groups have to be recruited for
guiding the system’s implementation, and they have to be encouraged to
participate freely rather than resist the
system.
Although
change is not easily accepted, it is achieved after employees begin to see the
visible benefits of the system through reduced workloads or through the effective
use of the system. The management has to tread carefully and nurture this
change when it becomes visible.
The
second most important criterion for the successful implementation of an enterprise
system is that of the top management support.
Almost all the successful cases of PLM/ERP deployments show that the top management
was deeply committed to the project and supported it all through the
implementation steps. The top management has to be involved from the start and
stay with the project management team right through the duration of the
project. They should openly take responsibility for the success of the system
and announce rewards and incentives for its successful operation.
The top
management is also the key ingredient for change management. Their acceptance,
support, and encouragement of change make possible the creation of new cultural
norms and business practices. In several large and successful PLM/ERP roll-outs,
the top management spent much time talking about the project to employees,
participated in meetings and training workshops, wrote on personal web pages
and e-mails to staff, and spoke to news media about the project. They created a
positive environment for the new system and celebrated its success.
Controlling
costs is the other critical issue in ensuring the success of the enterprise system
implementations. The costs of implementing and running an PLM/ERP system , depending on the size of the company.
Of the
many items that managers usually underestimate, training of staff and personnel
is the most frequent. Since almost all employees of the firm are affected and
have to learn the new system, this cost grows as people realize the challenges
of entering and using data that affects many others in the firm, and demand
more help and training.
Another area of increased costs is Customization
of the package. As the implementation proceeds, many firms realize
that the changes in processes being demanded are not possible or difficult and
then they resort to customization, which requires extra work from the vendor
and hence extra costs. Customization also leads to further demands on testing
and integration, which also add to the cost. Other areas that add to increased
costs are data conversion and migration (from old formats to the formats
required by the system); costs of consultants who are hired to solve specific
and hard problems; costs of time lost by the best employees in helping with the
new system rather than working on their own tasks; and the loss in productivity
immediately after an implementation as employees have to work with an entirely
new system.
Project Management and Vendor selection are
also key issues for the success of the project. Project management entails that
the management and the implementation team have to keep a sharp tab on the
deadlines and milestones. If these are missed, it is certain that later
milestones will also be missed. Delayed implementations cause loss of morale
and a poor image with all stakeholders. Key to the success of the project is
the implementation partners. Few firms have internal skills to manage an
enterprise system implementation on their own. They invariably rely on the
vendor to do the implementation or a third party, who act as consultants. The
selection of this partner is very important as the partner needs to have the
necessary skills, experience, and a cost structure that matches the expectations
of the client firm. There are many examples of lawsuits against implementation
consultants by clients as the project went sour or failed totally and wasted
millions of dollars.
Reference: MBA course material
Best Regards,
Anil