These can be integrated into another method that focuses on milestones. Milestones and sub milestones should result in an enhanced or new function versus waiting until the entire project is implemented. These methods sway management not lose interest in the project because the level of excitement can be maintained, plus one can appreciate that the investment paying off earlier.
Because this is focused on an enterprise environment, it is possible that each department will need to be changed one at a time or, departments working closely together may need to be changed simultaneously. This is usually more apparent when using an implementation tool.
One popular tool for system implementation is Microsoft Project, an excellent program for an enterprise system or extended project. Milestones and sub milestones, mentioned in methods, are inherent in the application. Another way of using millstones is with metrics. Metrics are used to measure progress and estimate how long a project will take based on industry standard metrics for specific task.
Metrics are beneficial because they measure the effectiveness of the phases that have been implemented by starting with a baseline before any of the new components are implemented. Using metrics to measure the impact of given application will communicate the worthiness of the overall project.
If one is concerned that a project is not what she hoped or promised, it might be time to jump ship. Professionally this is called change of control. At any time during the implementation process, there may be a need to change the control with minimal interruption. Provided that each phase, especially the implementation phase, has been documented thoroughly, change of control should be a smooth transition.
Thorough documentation and a well-defined plan are highly beneficial. It is important for people to know what to expect and begin training. A streamlined cutover will ensure that budget, end users, and time line goals are met.
Over the last decade, Enterprise resources planning (ERP) systems have emerged as an essential tool so as to obtain the competitive advantage for most businesses. ERP systems are defined as management information systems (MIS) that integrate primary business applications, including all areas and levels of an organization. Typically, ERP systems consist of applications for accounting and controlling, quality management, production and materials management, sales and distribution, project management and human resources. (Loadstone, 2003). MAS is a system of measuring and providing operational and financial information. ERPS and MAS are interrelated and have a close relationship. As "ERP is at its essence a data management tool"( Schuster & Brock, 2004, p.2) therefore, it can be said that ERP is a tool of MAS in order to give businesses a competitive advantage.
The implementation cycle of an ERP system is about organizational change. It is a multi-disciplinary effort and characterized as a complexity, uncertainty and a long time scale. (Harwood, 2003, p.1). The cost and time are very important issues for an organization to consider when implementing an ERP system. ( Granlund and Malmi, 2002, p.304). However, a proper implementation of the system may provide many benefits, depending on the organization integrating the system with its own business processes.
An ERP system