ERP IMPLEMENTATION: A COMPLETE GUIDE

*1
*2

Mr. Ijaz Haider Malik , weboriez@hotmail.com

Mr. Umar Malik
, umarmalik.128@gmail.com

Abstract
ERP implementations in the South Asian
countries, are comparatively different, harder
and financially very expensive than the other
parts of the worlds. This is because of different
socio-economic conditions, working style of
businesses, their operation methods and low
currency
comparative
to
international
currencies. Most of the well renowned ERP
solutions and their licenses are in foreign
currencies such as Dollar, Pound or Sterling.
When, a third world country would like to
implement an ERP solution, investment
becomes many folds due to the currency
difference. But, the post implementation cost is
lesser than the international market due to the
cheaper labor cost. With the growing market of
mobile operators in Pakistan, PTCL as a
landline operator needs the cutting edge
technology as its products and operations.
Though, the ERP implementation has high cost
but without it, gap between expenses and
revenue could not be widened: profit only
comes with less cost and high revenue. Making
a decision for the ERP implementation is a huge
and tough task for the management. But, the
tougher is its proper implementation and post
implementation monitoring and maintenance.

1.0 Introduction
A proper ERP solution has become a vital need
of this era for the enterprises due to the market
globalization and day by day growing
competition. For the very fact, the ERP solution
has become mandatory for an enterprise to run
the business in an effective and efficient way.
But, before going for the implementation of an
ERP solution, an enterprise has gone through
immense hard-hitting times: choosing the right
solution, planning, selection of implementation
team and managing the change. Whether it is an
ERP implementation or reimplementation, it
should be well thought as its life spreads over
many years.

Despite of the many reasons, the biggest

challenges are choosing the right solution with
the right vendor and its effective implementation
according to the requirements of the business. In
fact, in 42% of the cases when new business
applications are under consideration, the ERP is
the default decision without even looking
anywhere else[2]. Rapid changes in businesses
have thrown away the idea of bespoke and
fusion solutions. The biggest fear of an
enterprise for the ERP implementation is the
failure rate: 51% have experienced their ERP
implementation as unsuccessful [1]. It becomes
more painful as the ERP implementation is the
most expensive in the field of IT.
Generally, the ERP is considered as the back
bone of an organization. But, the ERP is in fact
the combination of backbone, reflex system and
the back part of the brain i.e., organizations
main support, assurance to comply with the
processes and business rules and centralized
storage of data. There are three basic stages for
an ERP implementation: pre-implementation,
during and post implementation. All ERP
implementation stages are equally difficult and
full of challenges. Any loose brick can bring the
whole implementation down. As the post stage
is dependent on the prior stages, hence the
importance sequence is pre, during and Post
Implementation.
To keep up with the growing customer demands
and fast changes in business trends, the
enterprise must have the flexibility and agility to
change quickly. And this could only be possible
if the ERP solution is implemented successfully:
aligned with the business requirements along
with the seamless information flow between the
modules and across departments. In this space
age, everything is sought with extreme sense of
urgency and there is no room for duplication of
data inputs and serial processing [11].

2.0 Pre Implementation

a) An ERP Solution Required or Not?
Before the ERP implementation, the first
question is to whether the organization does
require new ERP solution or not? And, the
answer does not come easy. It needs an
immense amount of work to come up with final
facts and figures. Writing the ERP Initial
Documentation needs combination of the
business experience and in depth knowledge of
the ERP implementations. Once facts and
figures appear on the paper, budget approval
from the Board of Directors along with a
convincing presentation is another hard part for
the management. Without proper approved
budget, the implementation is just a dream with
no wings.
b) Scope of Work
Scope of work should be clear with achievable
objectives. A normal ERP implementation has
the following modules: Finance & Accounting,
Material Management and Human Capital
Management. Though, organizational scope can
be more or less than the above mentioned.
Almost all ERP Solutions offer individual
modules or combination of more than one as per
clients requirements. The organization can opt
for the modular scope. Even from some
solutions, the organization may select desired
sub modules and leave the rest. Many ERP
installations failed due to undefined scope of
work and project goals.
c) Steering Committee
An ERP implementation can not be successful
without the support
from the highest
management. For the very reason, the steering
committee should be formed with C level
management members. Few members from the
board of directors in the committee may also be
helpful for the easy release of the budget
whenever required. The steering committee
enables the project management team with
proper mandate and to overrule the red tape
issues which can be the bottlenecks for the ERP
implementation. Not only the steering
committee pushes the business towards the ERP

implementation, but also it is evaluating the

implementation team and its progress towards
the end. While forming a steering committee,
the CEO of the organization must realizes that it
should be of apt size with the best suited
members. Sometimes, a huge sized steering
committee cannot make decisions due to diverse
members.
d) Preparedness
An ERP implementations success depends
upon
the
preparedness
before
the
implementation. The business requirements and
business rules should be properly documented
and signed off from stake holders and senior
potential users. The implementation with
inadequate documentation is an open invitation
to failure. The legacy systems plus and minus
points should also be documented so that the
plus can be a part of implementation and the
minus points can be avoided. Also record and
document legacy application users comments
as they are the actual users and they might give
inside of the application to be required.
Processes should be identified and they should
be intact. Identify the pain points and touch
points.
Most of the time, the feedback from the actual
users gets ignored with a thought that the ERP
application is only for the use of management
but actually it is for every one in an
organization.
e) Pre Evaluation
After the budget approval, next is to select the
apt ERP Solution. Almost all ERP systems
available are good at some things, yet not so
good at other. [3]. Selecting and implementing
the most appropriate software package to
support a companys business processes is itself
considered a best practice[5]. With the internet
and fast intelligent search engines an enterprise
can browse through hundreds and thousands of
the web sites for best suited ERP Solutions and
vendor profiles. Every ERP solution provider is
claiming that they are the best ERP solution
providers. According to Boston-based AMR
research about vendors ,they will try their best
to dazzle you with spectacular product demos

and enticing promises of a smooth sailing

deployment. But, thanks to reviews and white
papers, a wide horizon of comparison between
different ERP solutions has been reduced to top
five: SAP AG, Oracle E-Business, J D Edwards,
People Soft and Baan. According to some, it is
just among two big giants: SAP and Oracle EBusiness Suite.
Even, the major competition is between two big
giants, it is a cumbersome activity for an
enterprise to choose the right Solution. ERP
solutions are so expensive that one wrong
decision not only makes the implementation
project a failure but sometimes also destroys the
business itself. Ratio of ERP implementations
success is much lower than failure. In most of
the cases, enterprises take one to two years just
to decide the apt solution according to their
requirements.

Following should be considered while selecting

an ERP selection:
o Ease Of Use
The first and vital feature of an ERP
solution should be its ease of use. As if
ease of use is missing it would have
been very difficult to convince the end
users to leave their legacy systems and
start using the new application. In
addition, ease of use brings efficiency in
work and requires less resources to use
it.
o

Cost
Cost is the major factor of an ERP
Implementation. Cost of implementation
and support should not impact business
to run its normal operation. Cost of an
ERP implementation has different
aspects and faces. Few of them are:
license cost, support, maintenance, HR,
hardware and infrastructure cost. Most
important is the post implementation
cost for maintenance and operation. As
post implementation period is much
larger than the implementation. 59% of
implementations cost more than that
initially assumed[8].

Customization
Major difference between bespoke and
ERP off the shelf solution is
customization.
If
ERP
solution
configuration module is not strong
enough to support the business and its
changes then successful implementation
could not be possible. ERP solution
should
provide
flexible
and
comprehensive and easy to use
configuration solution. Configuration
solution should accommodate business
changes and new requirements without
going into development. Though,
development feature should also be
there to cater exceptional cases. But,

An Organization should not believe on Vendors

provided evidences and implementation
references. The Organization should also dig out
figures and facts of the particular ERP solution
at their own. And, should contact the references
provided by the vendor to find out the exact
problems they have faced and are facing with
this solution.
All organizations are different even if they are in
the same business. Requirements and business
processes are always different and so is the ERP
implementation and solution. Though, the best
practices might be followed to gain the best out
of an ERP implementation.
Along with the ERP solution, an organization
should evaluate the business partners who are
implementing the solution in your region. May
be during the evaluation you find out that
though the solution is excellent but the business
partners of vendor have bad repute, financially
unsound or are have inept resources for
implementation. These really matter during the
implementation.

configuration solution should be strong,

flexible and easy to use to cater most of
the business changes.
o

Efficiency
If an ERP solution is giving business
everything but not efficiency, it means it
is not a good ERP solution. As without
efficiency, business could not achieve
its targets and business requirements.
The biggest differences between manual
and automated system are efficiency
and accuracy. Efficiency can be
measured by number of transaction
processed per second
Accuracy
Reliability comes from accuracy. If
solution has issue with accuracy then it
is
not
considered
for
ERP
implementation. Accuracy of ERP
solution can be measured with number
of accurate results per number of
transactions or queries. Accuracy is
considered as the basic salient feature of
an ERP solution and with it, the concept
of ERP methodology could not be
achieved.
Comprehensive & Flexible Standard
Reports
End product and crux of an ERP
solution is the reporting solution which
can provide management the right
reports at the right time to make timely
correct decisions for the organization. If
the standard reports cover sixty to
seventy percent of an organizations
requirements, it should be considered as
a good ERP Solution. Otherwise, more
efforts will be required to develop the
reports which result in an increase in
cost and time of implementation. If the
reporting solution is not flexible in
terms of parameters, display options and

export to other applications such as

Excel, CSV, PDF or text then there is a
problem for the business. Reports are
the source for information and hence
authorization control at the low level is
very important. Without proper
authorization control on reports, it might
put an organization at risk.

Integration
ERP means modules integration and
flow of data and information from one
module to another module without
effecting efficiency and accuracy. If
ERP solution modules are not well
integrated or there are issues with
integration between modules then it
should not be considered as the ERP
Solution. As the strength of ERP is the
integration of modules and data flows.

Multi Currency
ERP
solution
should
support
Multicurrency feature and it should be
across the application. As few solutions
only provide the option on few
interfaces with limited functionalities.
The ERP implementation should be well
thought and it should at least cover five
to seven years. Even, an organization
does not need a multicurrency option, it
should be part of implementation so that
in future this could not be a bottleneck.

Graphs
ERP solution should have an option to
see reports in graphical mode for the
management to see figures and trends in
less time. Graphical reports should be
flexible to change the view as per
requirement.

Business Intelligence
ERP solution should provide its own
Business Intelligence. The major
advantage of ERP solution is to the
Management to make quick decisions
and for this very reason BI module
availability in ERP Solution is definitely
a plus. Using third party BI, slows down
the main application and have more
complexities and issues unlike if ERP
solution has its own real time BI
module.
Support
After implementation, support is very
important while considering the ERP
solution selection. After the successful
implementation, there are chances that
the application could not run along with
the business if after implementation
support is not good from the vendor or
consultants. Often vendors or business
partners put their all efforts to make the
implementation successful but they
vanish from the scene once their
implementation contract is over. After
implementation support though often
mentioned in RFP but when time comes
organizations found out the support was
virtual and actual support. It is best
practice to check the real support
experience from the existing clientele of
the vendor and consultants.
Security
An ERP solution should have a tight
Security embedded into it and should
have it at a granular level. In this era,
security is considered to be the top most
priority of the organizations. Business
data is the most important asset of an
organization.
Comprehensive
authorization mechanism is required to
every organization which will enable

the management to provide apt access to

their users according to their role.
Security not only at the users
authorization level but must also at the
system level: protection from hackers or
malicious computer applications.
o

Other considerations
Most of the organizations fell into the
traps of vendors and consultants. It is a
marketing gimmick of vendors and
consultants to come up with highly
colored presentation with lots of good
references of big brands. Organizations
should not completely rely on vendors
or consultants but they should check the
actual truth by contacting the references
provided by vendors or consultants.
This will not only make their decision
more practical but also would help them
to negotiate prices with them.
Following should be evaluated against
the ERP solution:
Age in market (number of years).
Stability in market.
Average Human Resources required
for each module.
Average cost of Human Resources
required
for
operations,
development and its support.
How easy to find resources: human
and other.
Number of platforms it can support:
Unix, Linux , Windows etc
Cost of Infrastructure required and
how easy to get that in market.
Frequency of new releases and how
easy to upgrade it?
Frequency of bug fixing patches.
Does it follow industry and business
standards like ISO, CMMI etc?

Following should be evaluated against

the vendor and consultant:
Their Financial Strength
Number of clientele
Number of satisfied clients
Proposal submitted by vendor
should be reviewed legally and
technically.
They should offer transfer of
technology (Knowledge transfer)
They should not sublet contract to
other companies. They should have
their own seasoned professionals
for all modules.
f) Project Planning
Once the ERP solution is selected, project
planning is the major task to be performed
between implementers and the organization.
Project plan is the track of activities with date
stamps, resource allocation from both the sides
along with risks and dependencies. If project
plan is followed with right pace, it gets the
organization success in the implementation and
open unlimited business opportunities. Project
planning should follow the standards like PMP
or Prince2. Project plan should have activities
according to priorities. Risk should be covered
in the project planning and steps should be taken
to avoid risks and mitigation of risks. Regardless
of your size and perceived resources, an ERP
implementation is not something that should be
approached without a great deal of careful
planning [9].
g) Process Refinement (AS-IS , TO-BE)
Documenting the AS-IS Business processes is
the crucial activity of the process identification
and its refinement. This could be achieved by
conducting different sessions with the business
stake holders. As enterprise has a large number
of employees so it is not possible to discuss ASIS processes with everyone. The best approach
is to select the teams from each domain. Once
draft version of AS-IS documents are ready, the
second should be arranging the workshop to
further clarify the AS-IS processes with the
stake holders. After proper sign off from stake

holders, conduct other workshops to document

the TO-BE processes. To-Be processes should
be evaluated with the help of technical staff
before proper sign off from the stake holders.
Once the To-Be processes are signed off,
processes will be handed over to consultants /
technical team for further action. Focus on your
business strategy and not just software selection
and implementation [9]. ERP implementation
could not bring benefits to an organization
unless its processes are optimized before
implementation.
To-Be processes should be well thought out to
cover the requirements of the business for next
ten years. To understand the changes of next ten
years, rate of change should be doubled or
multiplied with the ratio of changes during last
ten years. As ERP solutions grows with the
company and its future strategies. History is the
best predictor of the future[12].
h) Implementation Team
Selecting
or
hiring
the
professional
implementation team with apt skills and
experience is a must have. Team should be
combination of technical and functional
members. Skills that are critical to the
implementation include project management,
process improvement, requirements definition,
data conversion, testing, separation of duties
analysis, and post go live analysis [10]. Proper
trainings
should
be
conducted
for
implementation teams. Teams should not work
in silos and work under one umbrella so that
integration can be done effectively. Moving
away from Functional silos and creating
effective cross functional processes that are truly
integrated via an ERP system is not an easy task
[9].
i)

SDC ( Environment )

Software Development Center should be

established with the proper resources like PCs,
Laptops and Printers with proper infrastructure.
This SDC will be helpful during and after
implementation.

j) Employees Buy-in.

j) BPM

Without
employees
buy-in,
successful
implementation is close to impossible. If
management
decide to go for the ERP
implementation without buy-in from its
employees, issue starts popping up from day
one till the day of the final failure.ERP
implementation is for the whole enterprise and
not only for the management and thats why it is
termed as ERP and not Management
Planning. Only 13% of respondents
characterize themselves as very satisfied with
their companys software implementation and
38 % of respondents indicated lack of
employee buy-in as the biggest challenge
facing the ERP implementation teams[8].
Organization should also assure its employees
that job losses will be minimum otherwise there
will be a considerable resistance from
employees.

If ERP Solution supports Business Process

Management it will be an additional edge on
other ERP solutions as it enables employees to
effectively manage the processes with dynamic
approach: designing, configuring, executing,
monitoring, and analyzing.

k) Interfaces for third party integration

It should also be considered that ERP
solution must provide easy to implement
integration interfaces for third party
applications. Most of the off shelf ERP
solutions provide XML or web service
interfaces. ERP solutions that do not provide
integration interface costs lot of time,
resources and money to develop interface
every time organization would like to share
the data with ERP Solution.
l)

Declare Implementation as a Project

As ERP implementation is a big task,

implementation should be declared as a Project.
Project should have project management team
with execution mandate. According to PMP and
Prince2, Project should have a definite start and
end. Same implies to ERP Implementation.
As per Wikipedia, Project Management is the
discipline of planning, organizing, and
managing resources to bring about the
successful completion of specific project goals
and objectives. It is often closely related to and
sometimes
conflated
with
program
management.

3.0 During Implementation

Once it has been decided that which ERP
solution to implement, implementation has
begun with all it challenges and activities.
During implementation if proper monitoring and
execution plan has not been taken on, it could
take the implementation towards the failure
without noticeable to the management. During
implementation, the biggest factor is time. As
loosing the time will impact budget and without
budget implementation wont be possible.
a) Data Collection
First the most difficult of all is to collect the
data. To avoid Garbage in garbage out, Data
collection team of experienced members should
be formed. And, in the implementation plan
activities of data collection with proper time
lines should be mentioned. The vital part of data
collection is to design the data collection
templates. Data collection template should be
well thought of. Following should be considered
while designing the data collection templates:
easy to understand, user friendly, validation
checks to avoid wrong entries, examples, and
minimize data entry with lookups and drop
down options. Also provide data dictionary for
each column. Before sending to users get the
evaluated template from easily approachable
users. Template should be communicated via
highest managements email so that users take
them seriously.
Avoid sending same template again and again
with modifications as it will reduce the effect. If
possible conduct workshops to give template

overviews. No templates should be accepted

with proper sign off from the sender: sense of
ownership. If these issues are tackled with
proper planning and strategy, it will save
considerable cost and time.
The biggest challenge is to convert legacy data
into new format and also check for redundancy
and duplication (data cleansing). Most of the
cases legacy data do not provide the complete
data required for the new implementation. In
those cases special permissions and decisions
are required from the steering committee.
Communication teams
Communication team should be formed to
communicate every possible achievement or
hurdle to all the stake holders in order to
develop a sense of ownership among all. Also it
gives confidence to all that they are part of the
implementation. Communication team should
build strategies to avoid the scenarios where
ERP implementation becomes scapegoat for
non performers. As it is a normal practice to
blame the solution if something goes wrong and
mostly common with new implementations.
b) Support Team
No matter how much trainings are conducted
during the implementation, end users always
need support to use the new implemented
solution. There should be three levels support:
first, second and third level. In First level,
representatives who are good in operating the
system and should guide the end users how to
use the application effectively. If first level
support could not solve the problem they should
forward the problem or issue to second level
support. Second level support should be of team
leads of different modules. If second level
support could not solve the issue or problem it
should be forwarded to third level support. Third
level support should be of consultants or internal
technical teams.

Third Level Support

Second Level Support
First Level Support

c) Quality Team
A quick migration to an ERP system without
time for testing and validating the systems is not
wise nor advisable,[7]. There should be proper
quality testing and assurance teams. Quality
begins with the initiation of the implementation.
To reduce the cost of implementation, some
organizations ignore the formation of dedicated
teams for quality testing and quality assurance.
But, after implementation low quality cost the
organization many folds then investing the
money on quality during implementation.
Despite other quality assurances, the most
important for quality team is to keep check on
the unnecessary development of reports.
Without quality the objectives of successful
implementation could not be achieved. Quality
should be checked and assured at every process
and step of implementation. Some of them are:
documentation, AS-IS and TO-BE processes,
configuration, development.
d) Documentation with Configuration
The prime focus of implementation and Project
Management office is on
configuration,
testing, and
deploying the ERP solution in
the best
possible manner. However,
the importance of proper documentation and it
configuration is
placed aside And logic
presented by the PMO office
or
the
implementation team is that
documentation
slows down the entire project. But, it is proved
that lack of documentation cost more
in
implementation than maintaining proper
documentation.

4.0 Post Implementation

After implementation, organizations celebrate
the GO-LIVE, they forget about the fact that
post implementation is as important as
implementation. No matter how successful is the
implementation, if not used or maintained
properly it causes more harm to the organization
then the implementation it self.
e) Change Management
People do not accept change easily. The biggest
post implementation problem is the resistance to
the change. Organizations which do not form a
strategy for change management could not get
the benefits from the ERP solution. End users
would like to remain in their comfort zone:
using legacy applications with which they are
familiar with. Cultural change and insecurities
are the biggest threats.
f) Support
ERP implementation is the outcome for huge
financial investment and exhaustive hard work
of teams. Organizations do not realize that
ongoing support of ERP solution is the major
part of the total ERP cost. ERP support cost
depends on the size of the solution, number of
users, nature of business, vendor (Oracle, SAP,
etc) and frequency of systems modifications.
g) Human Resource Retention
HR retention is the most difficult of all after
post implementation. Internal staff not only
gained the technical expertise but also in depth
business knowledge which enabled them to get
highly paid job very easily in the market. To
retain the HR, different strategies can be
adopted: incentives, salary increase and clarity
to their future growth.
h) Competency Center
Formation of competency center will enable the
teams for continuous improvements through
extensive training for competency of staff and

end users. Competency center will reduce the

cost of after implementation support from third
party. Enabling organizations own staff will
definitely reduce cost and time for new changes,
development and improvements in the system.

5.0Advantages
Successful ERP implementation comes with a
bouquet of advantages. Visibility across the
company figures saves time, resources and
money. With one centralized database and
integrated modules, fast and accurate
information helps the management to make
decisions and act quickly on decisions. Easy and
automated fore casting, reduces the stock
keeping
and
investment.
Enhanced
empowerment of employees through increased
information sharing [4], Real time processing
enables the organization for fast business
moves, Reduces operations, paper environment,
pain points and bottlenecks. Optimized
processes and cycles which reduces resources
and cost factors. The purpose of ERP
technology is to support the companys strategic
opportunities [9]. In a 2001, survey by
information technology toolbox, 59% of 1124
respondents, by a margin of 3 to 1, saw their
highest return on investment(ROI) coming from
ERP [12].

6.0 Disadvantages
Every picture has two sides and so does the ERP
implementation. With flowers come thorns:
disadvantages: huge investment on ERP
implementation and its maintenance, too much
reliability on the system and limitation ERP
solution brings with it as inheritance. Some
limitations of off shelf ERP solutions, also limit
the business to grow in a particular direction.

7.0 Basic Causes of Failure

Cause of failure may vary from organization to
organization, business type to business type,
ERP solution to ERP solution. But, basic failure
reasons remain the same: not prepared for
implementation, rely on available resources
regardless of their skills and experience, opt for

a wrong solution, budget constraints to buy low

cadre solution, management was not on board,
wrong choice of business users, decisions
making in close rooms, teams working on
different islands and are not on the same page,
solving problems on fire fighting mode, high
expectations raised. Also sometimes cause of
failure is the management who is so busy in
other
operations
and
consider
ERP
implementation is the sole responsibility of IT.

8.0 Basic reasons of Success

Selection of apt solution, right technical and

business team, management on board, whole
organization taken into confidence and their buy
in, proper and exact requirement gathering, best
approach, processes in place, best plan, PMO
office in place with proper mandate of
execution, exhaustive trainings to all type of
users, dedicated team for implementation,
looking for KPIs after implementation.
Kimberling said "I think that's where a lot of
companies fall short," he said. "Their finish line
is the go-live, and there's very little that gets
done after the fact."

9.0 Conclusions
ERP implementation is different from conventional IT Software Projects.ERP implementation involves
process reengineering and optimization. It brings a new culture and a fresh breath to an organization if
implemented in the right way. It takes an average of two and a half years from project initiation to achieve a
quantifiable return on investment for an ERP system. Ninety percent of those quantified benefits are the
result of a cost reduction, according to the study [6]. ERP implementation if would have been done with
proper planning and long thought out process brings its benefits. But, if planning or processes are not in
place, it would be a disaster for the organization. Studies showed that ERP implementation could only be
possible if well planned along with organizations well placed processes.

10.0 Acknowledgements
We would like to acknowledge Mr. Wasif Ihsan who has provided us the support and cooperation during
our case study.
References:
[1] The Robins-Gioia Survey 2001.
[2] Supply Chain Digest, Springboro, OH, 2005]
[3] Successful ERP Implementation required planning by Robert W.Stanisky-2000
[4] A Case Study of ERP Implementation Issues by Dr. Tom Bramorski University of Wisconsin USA
[5] Paul Wahl SAP America
[6] Meta Group study
[7]Dr. John T. Whiting

[8] Panorama Consulting Group Dec 05-Nov 08

[9] Successful ERP Implementation the first time by R. Machael Donovan.
[10] Global ERP Implementation Challenges by KPMGs Global Energy Institute 2008
[11] Implementation issues in ERP by R.Appuswamy Deakin University, Australia
[12] Epicor - 11 criteria for selecting The Best ERP system replacement

0
After Implementation Support
Cross-functional process orientation with high
Advantage after implementation
Disadvantages after implementation

Proper planning of project

Role of PMO
Was there sufficient Management support?
Were there any conflicts with the consultants?
Is there any integration with other applications?
How effective was the inter-departmental
How many revisions to the base lined schedule?
How well you achieve the objective of your ERP?
Increase in revenue
Increase in Sale
Increase in productivity
Paperless environment
Collaboration with other departments
Transparency improvement
Were Trainings Effective
How much you have gained from Trainings
People do not understand ERP advantages
How effective reports were?
Integration Issues with other applications?
Team Preparedness

TABLE 1.1 : Questionnaire Survey (Graph with Trends)

12

10

2
0- Lowest

One

Two

3-Midium

Four

5-Highest

Is there any integration with other applications?

How effective was the inter-departmental communication?
How many revisions to the base lined schedule?
How well you achieve the objective of your ERP?
Increase in revenue
Increase in Sale
Increase in productivity
Paperless environment
Collaboration with other departments
Transparency improvement
Were Trainings Effective
How much you have gained from Trainings
People do not understand ERP advantages
How effective reports were?
Integration Issues with other applications?
Team Preparedness
Efficient support to end user during Implementation
After Implementation Support
Cross-functional process orientation with high visibility
Advantage after implementation
Disadvantages after implementation

5-Highest

Were there any conflicts with the consultants?

Four

Was there sufficient Management support?

3-Midium

Role of PMO

Two

Proper planning of project

One

Questions

0- Lowest

TABLE 1.2 : Questionnaire Survey

0
0
0
1
0
0
0
0
0
2
1
0
0
0
0
0
0
0
0
0
0
1
1
0
2

2
2
0
0
2
2
0
1
2
1
0
1
1
0
0
0
1
1
2
1
1
0
0
1
7

0
0
0
2
0
1
2
2
3
3
2
2
1
0
2
2
1
2
3
5
2
1
1
1
3

4
4
4
6
5
1
7
2
4
5
4
3
4
3
5
4
6
1
4
3
1
4
4
3
2

7
7
5
4
3
10
3
6
4
2
4
8
5
7
3
4
3
6
4
5
6
5
7
6
0

1
5
5
1
4
0
2
3
1
1
3
0
3
4
4
4
3
4
1
0
4
3
1
3
0