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Employee Individual Training at Brewton Enterprises
A Schedule of Activities for Training and to Conduct The Training
Most businesses make a common mistake of assuming that ERP implementation is just one of those projects meant for the IT department. The truth is that an ERP implementation is a major change that affects the entire business organization and the key to this transition is proper preparation. Before the roll-out phase, Brewton Enterprises, Inc. must engage in several critical activities to prepare the people for the system overhaul. The following schedule of activities will help prepare for successful training and implementation of the ERP solution.
Firstly, Brewton Enterprises’ management should create internal project ownership. The new software is expected to affect nearly all functional business areas. In essence, all the employees from top leadership to management to lower level staff will be involved in the implementation process (Brady Monk & Wagner, 2011). For this reason, the company should start by establishing an internal team, which will have the authority and influence to acquire buy-in from the rest of the company.
The next step will involve the development of metrics for measuring success. ERP solutions are deployed to improve processes and key performance indicators (KPIs) like lower costs and greater efficacy. However, if the company fails to determine this at the very start of the project, then, it would be impossible...
The implementation of ERP is a partnership between Brewton Enterprises and the vendor. In fact, the company cannot take off its hands from the wheel completely. This project is not just about buying and installing a new software solution; it is a complete systemic overhaul expected to affect the core operational and functional areas. Therefore, Brewton Enterprises should direct adequate staff towards the daily implementation of the solution.
Resources Needed for Training for Each of Brewton's Locations
For a company-wide project like this one, Brewton Enterprises must collaborate with the vendor to come up with the software and hardware components needed. This change requires a significant amount of hardware components, cooling systems, and dedicated servers. Licenses and the software are equally crucial resources (Brady Monk & Wagner, 2011). Additionally, the vendor must suggest robust servers to operate the software to enable it to work efficiently.
Brewton Enterprises will deploy a robust training method. Although there are different methods for conducting employee training, the company must determine which approach is the most effective. The company will combine instructor-led, job-based and self-learning training methods to achieve maximum advantages.…
References
Brady, J. A., Monk, E. F., & Wagner, B. J. (2011). Concepts in enterprise resource planning. Boston: Course Technology.
Sankar, C. S., & Rau, K.-H. (2006). Implementation strategies for SAP R/3 in a multinational organization: Lessons from a real-world case study. Norwood Mass: Books24x7.com.
All items their old system could not handle. Critical Success Factors: According to Bingi, Sharma, and Godla (1999) Implementing an ERP causes massive change that needs to be carefully managed to reap the benefits of an ERP solution. Critical issues that must be carefully considered to ensure successful implementation include commitment from top management, reengineering of the existing processes, integration of the ERP with other business information systems, selection and management of
Successful Implementation of Enterprise Resource Planning Systems in Public Settings: A Synthesis of Current Literature As organizations both private and public continue to grow in complexity and sheer size, enterprise resource planning (ERP) has become an increasingly important function in order to effectively and efficiently carry out operations an ensure stability and longevity. The use of information technologies and a variety of different theoretical frameworks has been applied to ERP problems
It is not impossible for a company to end up with ERP systems that they do not need simply because they thought they wanted something and then changed their mind. Conversely, it is also likely that companies will end up with ERP systems that they do not need because they were talked into them by overzealous vendors. The most important thing that vendors know about the implementation of ERP systems
In addition, the software can be used to track data that is only being used by the person who is creating the data. This would be much the same way as having the software for personal use, only it would be used for organizational purposes. Because the software is useful in many different kinds of situations and for various types of data, that makes the software much more valuable and
The SME can then refine the description of the requirements and the formulation of the company's questions to the vendors. Each requirement is ranked according to the risks and opportunities identified by each user group and an aggregate of the data allows the user groups opinions to be consolidated (Krystkowiak et al., 2004). Finally, Figure 3 below is an OPAL screen that shows how the SME weights each requirement by
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