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¶ … charter summary as well as some scholarly research that covers both organizational culture and project management. The project charter will include the scope of the project, the objectives of the project and the participants and stakeholders that will be involved in said project. The project in question will be an upgrade to an all-encompassing and all-inclusive enterprise resource planning (ERP) system that will replace the disparate and different moving parts that are loosely assembled together as a system right now. While one can indeed over-think a project of any magnitude, a transition to a new enterprise resource planning system is not something that can or should be taken lightly.
Scholarly Literature
As noted in the introduction, there will first be a quick covering of both organizational culture and project management. When it comes to a company that has an active project of any magnitude, the two indeed go hand in hand. This would be the case especially with information technology projects. As noted by Ching et al. (2014), there are effects rendered on the performance of project management tasks and overall progress by the organizational culture that exists within a firm. Four dimensions of organizational culture that are of particular import are institutional collectivism, results orientation,...
Put another way, there needs to be a combined and cohesive effort, there needs to be a focus on results, there needs to be a good "vibe" in the workplace and the leadership of a firm needs to be willing to take a little risk here and there. When it comes to transitioning to an ERP system, it goes without saying that there will be risk involved because many ERP implementations stutter or outright fail (Ching, Hoffman, Cao & Schniederjans, 2014). As for organizational culture, firms that are seeking to implement an ERP system have to have a good degree of what is known as organizational readiness. As noted by Ram, Corkindale and Ming-Lu (2015), organizational readiness "is a significant antecedent to the adoption and post-implementation success of enterprise resource planning" (Ram, Corkindale & Ming-Lu, 2015).
The Charter
Scope
Replace the existing customer relationship management, delivery, finance and supply chain modules current in use, all from different vendors, with a singular enterprise resource planning (ERP) system that does all of the needed functions and is fully integrated without having to sacrifice any functionality or abilities.
Objectives
Build and implement the new ERP…
References
Ching Gu, V., Hoffman, J.J., Qing, C., & Schniederjans, M.J. (2014). The effects of organizational culture and environmental pressures on IT project performance: A
moderation perspective. International Journal Of Project Management, 32(7),
1170-1181. doi:10.1016/j.ijproman.2013.12.003
RAM, J., CORKINDALE, D., & MING-LU, W. (2015). EXAMINING THE ROLE OF
Role-based ERP systems are critical for the siloed, highly inefficient architectures of legacy ERP systems to be made more relevant, contribute greater financial performance, and lead to higher levels of overall customer satisfaction. c. Purpose of the study The purpose the study is evaluate how enterprises who adopt role-based ERP system implementations are able to attain higher levels of financial and operations-based performance vs. those that rely on silo-based, more functionally
This is because it can provide and de-provide its resources dynamically, lead to a reduction of the unused capacity as well as maximize the available resources for improved efficiency. Efficient: The SaaS ERP system makes businesses to benefit from the shared hardware, familiar technologies as well as automated processes. This means that that system is able to effectively increase its peak-load capacity, provide access to organizational resources from almost everywhere
ERP Implementation Approach The study collects data from 5 business units of the company. The data collection method is through both qualitative and quantitative data analysis, and the study collects data to enhance greater understanding of the ERP implementation approach carried out by the company. As being discussed previously, the methodology used to collect data is through qualitative and quantitative approach, and the study collects data from the following business units: Accounting
Their clients ranged from automobile sales companies to banks. However, most were larger corporations in Thailand in globally. When the interviewee was asked about cost, they provided me with literature about their services and products. They had standard pricing schemes based on the number of end users, the type of application that system would be used for. They offered a number of different packages for their customers, but they could
ERP and Training Research Outline (dsom 5542) According to Dorobat and Nastase (2010), one of the most critical components of successfully implementing ERP systems is the manner in which employees are trained. The authors indicated that that many times the training costs exceed the allocated budgets. Their approach proposes an improved alternative method of monitoring the training activity in an ERP implementation environment using Romanian models. This creates added value for
From that vantage point it is clear that ERP systems may not be able to provide the depth and breath of unification that is possible with more advanced approaches to using it systems. Another drawback or con of using ERP systems has the catalyst of creating a more unified socio-technical system is the fact that they are often implemented and measured on a department or functional basis first. Interpolating their