The last important factor is top management support and commitment.
It is one of the most important factors because implementing an ERP system is
not as simple as just changing a software program. An ERP system reposition and
reengineer the organization to move from a functional focus to a business process
focus. Top management must understand and be aware about the importance of
implementing an ERP system and the benefits which the system will contribute to
the organization. They must be involved in every step of the ERP implementation
and committed to provide all valuable resources. Also, they provide the
direction, set up realistic goals and objectives and share the importance of
implementing the ERP system throughout the entire organization. Also, the
involvement of top management ensures and increases the commitment from all
employees. Furthermore, interventions from top management to solve any
conflicts and encourage and motivate the corporation between different groups
and individual to fascinate the implementation of the ERP system. On the other
hand, the lack of top management support and commitment is the major cause of
the failure of implementing an ERP system because when the responsibility of
implementing the ERP system is under the IT departments then this project is
considered as an IT project. This means only the employees in the IT department
know the importance of this system and other employees in other departments
will resist to any changes since they don’t know the importance of implementing
an ERP system. Thus, the reasons and objectives of implementing an ERP system
should first come from top management and then, they need to collaborate and
work with the IT specialists to have a successful ERP implementation.


The second important factor is technological infrastructure in which the management must ensure
that ERP package matches the current hardware platform, databases and the
operating system and other IT factors. The reason behind that is that the ERP
implementation involves transition from the legacy system to an integrated IT
and common business process so they need to ensure the compatibility of the
current IT components with the new system .IT experts play a key role in the
successful implementation of the ERP. First, they need to ensure that the
hardware is adjustable and programmable to respond to the changes that is
enforced by the ERP. Usually, the ERP vendor recommend what hardware or
hardware configuration is needed to support the ERP system. Second, the
software must be able to provide all the existing data in the organization to
the ERP system. These two factors, hardware and software, are very important to
decrease the risk. Also, the selection of the right operating system that is
able to support the ERP and provide data integrity and data exchange security
is another IT factor that is critical to the success of the ERP. Moreover, IT
experts need to provide fast and secure access to the LAN, WAN and the Internet
since most of the transactions is available in real time. Ensuring the adequacy
of the IT infrastructure can be time consuming and expensive, however, it is
the basic foundation of successful implementation of the ERP.

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First, project management which
includes the processes, methods, knowledge, skills and experience required to
the achievement of the desired objectives. This can be achieved by using a
formal project management structure (PMS) such as the project management body
of knowledge (PMBOK) which composes of five phases in project management. The
five phases are project initiation, planning, execution, controlling and
closing, and it includes nine knowledge areas such as project integration
management, project scope management, project time management, project cost
management, project quality management, project human resources management, project
communication management, project risk management and project procurement
management. In implementing an ERP system, the importance and the role of
project management is to discover and identify the need for a change in the
organization, providing the needed resources and ensuring that the ERP system
will meet the business strategy. The ERP project manager plays a critical role
in successful implementation of the system. Thus, the project manager must have
a full understanding about business knowledge and technical knowledge. Also,
the project manager must understand the business process as well as the impact
of the ERP system on the business. Project manager role is to act as the leader
and communicates the goals and objectives, manages
the process to ensure that all the required resources and activities are
delivered within the scope and budget. Furthermore, they need to manage the expectations
of managers and end-users and promote and share the project’s benefits
throughout the entire organization. In addition, identifying the project scope
to prevent the never-ending project is very important for the success of ERP
implementation that is way the project manager works with other department
managers to specify and clearly identify the number of systems that are
implemented, involvement of business units and the necessary modification of
business processes to ensure the project success. It is also important to
specify project milestones with a clear and realistic delivery dates and the
management of all arising issues and conflicts.

First of all, the critical success factors for enterprise resource planning
implementation success research paper is aimed to describe the critical success
factors for the successful implementation of the ERP (enterprise resource
planning) system in Cihan university. First, it defines the critical success
factors as all the needed and essential elements to implement a successful
enterprise resource planning system. These factors are commitment and support
of top management which identify and provide the direction to implement the ERP
system and share the role and value of the ERP system throughout the whole
organization. Second factor is project management which represents the required
skills and knowledge for schedule building and monitoring activities to ensure
the achievement of the desired objectives. The next factor is user training and
education. It involves teaching and training the users of the system about the
concepts and the features of the system. Another factor is business plan and
vision. Every organization must have a clear business plan and vision as well
as identifying the goals and objectives before implementing the ERP system.
These goals can be tracked and measured during the implementation cycle to meet
top management expectations. Next factor is technological infrastructure.
Management needs to choose the IT infrastructure, hardware and networking that
enable the complex ERP system to work efficiently and effectively. Another
factor is departments (stakeholder) participation which requires different
users, consultants and ERP vendors to work together to facilitate the
implementation phase. Another factor is the change management which identifies
the need for changes that will encourage top management and stakeholders to
support the implementation of the ERP systems and manage the structural changes
that involves people, organization and cultural changes. The last factor
identified in this paper is communication which ensures implementing a
successful ERP system. Furthermore, this study also illustrates the three most
important success factors which are project management, technological
infrastructure and top management support and commitment.

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