MBIS5011 Enterprise Systems Report 2 Sample

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MBIS5011 Enterprise Systems Report 2 Sample

Assignment Details

Report

You are to write an article review report on the contributing factors to enterprise system implementation failures in organisations and how they can be resolved. You may use the following outline:

Introduction:

- Define your topic and provide an appropriate context for reviewing the literature.

Middle or main body:

- Organise the literature according to common themes.

Conclusion:

- Summarise the important aspects of the existing body of literature.

The reports must have a word count of minimum 1,000 and maximum 1,100 words.

Students are required to use additional references to support their arguments.

Your report should be a synthesis of ideas researched from a variety of sources and expressed in your own words. It should be written in clear English and be submitted in electronic format as either a Word document or a pdf file.

Research expectation:

• The submission needs to be supported with information by credible sources.

• Credible sources should be varied and include, but not limited to, the Textbook, Government reports, Industry reports, Newspaper articles, Books, and Journal articles.

• Use the EBSCO Databases accessed through the Library and Learning Support page on Moodle to find journal articles, case studies and more to help you prepare your assessment.

Solution

1. Introduction

Every modern organisation requires the implementation of enterprise systems (ES) for it to run efficiently, and have standardized practices and decision-making processes. As much as integrating these systems could be useful, they are not easy to put in place, and these systems usually fail to achieve their goals. Such difficulties could be the result of insufficient user training, project management and resistance to change. Further, measures and new strategies have to be taken to prevent such problems shortly. It identifies key factors that make it hard to adopt ES and how the situation can be overcome to increase the chances of success. The study intends to consider some of the existing literature, and the findings to obtain decision-making solutions.

2. Key Factors Leading to Enterprise System Implementation Failures

As per the view of Roztocki et al., (2024), inconsistencies in enterprise system (ES) deployment frequently emerge from technical, organisational, and contextual factors. Lack of funds and rigidity are key challenges for system implementation and continuation in the public industry, where there may be no funding for implementing it. Furthermore, a low level of stakeholder engagement can lead to big problems. Various groups of stakeholders sometimes have competing priorities and requirements, which could lead to incompatible objectives and resistance to modification.

Environment and organisational framework are also important. Public sector firms sometimes face rigid bureaucracies and complicated approval processes (Roztocki et al., 2024). These variables slow policy implementation and cause inefficiency. Staff workers struggle to adapt to new infrastructure, and inadequate education and user awareness make these issues much harder to overcome. This reduces user satisfaction and product acceptance. Deficiency of training on the newest enterprise resource planning components has been linked to public healthcare morale deterioration.

Interoperability issues are difficult to solve, especially in firms with past technologies that are incompatible with modern ES solutions. Improper integration between platforms has caused data silos and operational shutdowns in public administration (Bala et al., 2021).

Unsuccessful coordination of projects and unrealistic timelines may lead to excess spending and unsatisfactory project execution. ES implementation in defence sectors failed because the quantity and difficulty of the tasks were overestimated.

Figure 1: Critical success factors of ERP
(Source: Butarbutar et al., 2023)

The above figure portrays pre-implementation of ERP consist of adequate planning, before ERP systems implementation, and a proper selection of the vendor. In the implementation section it contains proper system launch, piloting, and user training. Post-implementation includes correction of errors, offer support, share knowledge, and manage change (Butarbutar et al., 2023). Lack of continual evaluation of the ERP implementation strategy and failure to mitigate ERPs resistance from the users can hamper achievement of ERP advantages in the different phases.

As reported by Huang et al., (2019), the critical success factors (CSFs) in tackling the enterprise system implementation issues in organizations are leadership and commitment by management, communication and training, process and system alignment as well as software vendors or consultants’ selection. In this manner, several aspects are fulfilled to guarantee the adjustment of the system to the organization and organization’s needs, its compatibility with other mechanisms, and its correspondence with strategic visions and programs. Implementation of green supply chain for management ?assignment help ?is a challenging task and; it should be planned, resourceful, and monitored to align with operation and sustainability goals.

3. Strategies for Resolving Enterprise System Implementation Challenges

Adequate Planning and Funding Allocation

Robust ES deployment requires enough financial resources. In light of this, system set up, evaluation, and servicing are done well (Zuma & Sibindi, 2023). In the financially constrained public sector, collecting income from external sources or partnering with business entities are viable solutions. The Australian government collaborated with private corporations to provide continued funding for a national medical management system (Perera et al., 2023).

Stakeholder Involvement and Collaboration

Another major consideration regarding change management is that the resistance in subordinates must be engaged actively. Sustained and effective interactions and planned and direct communication can integrate multiple stakeholder audiences and hence meet all their needs as well as ensuring thorough satisfaction of their expectations. An example of working approach is the introduction of ERP system at the multinational corporation where both preliminary and further discussions of the problem with the IT department, top managers and the end-users (Zheng & Khalid, 2022). It demonstrated that the majority of issues could be solved in the early stages of the system’s implementation.

Streamlining Organizational Structures and Approvals

This indicates that in organizations with a high level of bureaucratic structure, a simplification of approval procedures can minimize the time taken for the implementation of the ES. Another way for public sector organisations is by decentralisation of decision-making which involves giving authority to smaller groups or by implementing agile approaches which can accelerate the adoption of new technologies. For instance, the U.S Department of Defence adopted an agile framework for its ERP systems making approval quicker and allowing changes to fit the needs of the organisation (Daraojimba et al., 2024).

Comprehensive Training and Support Programs

A key solution for combating resistance from employees is therefore proactively assigning sufficient trainings and resources for their implementation. When users can appreciate changes and when training needs have been identified and addressed, the level of resistance is likely to be low and system acceptance high. The UK healthcare sector had a more problem-free ERP implementation when their healthcare staff underwent periodic, more focused training as well as updates on the new system (Karim et al., 2023).

Robust Integration and Interoperability Mechanisms

In trying to solve interoperability issues, companies should prioritise making existing systems interoperable with their newer ES solutions. Investing in middleware or APIs (Application Programming Interface) that allow data to flow across many systems may prevent storage barriers and operational disruptions. Using these integration strategies in the Brazilian authorities improved data flow between health agencies, which improved resource management (Mahar et al., 2020).

4. Conclusion

This study reviews factors common in ES implementation, such as inadequate finance, poor communication, ES training and integration issues. The bureaucracies and unrealistic timetables and schedules serve to intensify failure. Supported by numerous activities like planning, stakeholder paradigms, process simplification, comprehensive training, and interoperability solutions are considered instrumental for success. As it can be shown, a more flexible approach such as the use of the agile frameworks, and specific training lead to improved solutions, as was evidenced by two real-world applications the UK healthcare sector and United States Department of Defense. With systematic techniques addressing the challenges, there are definite ways to enhance ES implementation effectiveness and ensure that organizations work towards attaining the goals set for the systems as well as organizational objectives.

References

Bala, H., Venkatesh, V., Ganster, D. C., & Rai, A. (2021). How does an enterprise system implementation change interpersonal relationships in organizations. Industrial Management & Data Systems, 121(8), 1824–1847. Emerald. https://doi.org/10.1108/imds-06-2020-0380

Butarbutar, Z. T., Handayani, P. W., Suryono, R. R., & Wibowo, W. S. (2023). Systematic literature review of Critical success factors on enterprise resource planning post implementation. Cogent Business & Management, 10(3), 1–29. Tandfonline. https://doi.org/10.1080/23311975.2023.2264001

Daraojimba, E. C., Nwasike, C. N., Adegbite, A. O., Ezeigweneme, C. A., & Gidiagba, J. O. (2024). Comprehensive Review of Agile Methodologies in Project Management. Computer Science & IT Research Journal, 5(1), 190–218. Researchgate. https://doi.org/10.51594/csitrj.v5i1.717

Huang, S. Y., Chiu, A. A., Chao, P. C., & Arniati, A. (2019). Critical Success Factors in Implementing Enterprise Resource Planning Systems for Sustainable Corporations. Sustainability, 11(23), 6785. Mdpi. https://doi.org/10.3390/su11236785

Karim, M., Nordin, N., Faizal Yusof, M., Amin, M. B., Islam, Md. A., & Hassan, Md. S. (2023). Does ERP implementation mediate the relationship between knowledge management and the perceived organizational performance of the healthcare sector? Evidence from a developing country. Cogent Business & Management, 10(3), 1–19. Tandfonline. https://doi.org/10.1080/23311975.2023.2275869

Mahar, F., Ali, S. I., Jumani, A. K., & Khan, M. O. (2020). ERP System Implementation: Planning, Management, and Administrative Issues. Indian Journal of Science and Technology, 13(1), 1–22. Researchgate. https://doi.org/10.17485/ijst/2020/v13i01/148982

Perera, A. G., Amor, del, & Sancha, P. (2023). Exploring ERP systems adoption in challenging times. Insights of SMEs stories. Technological Forecasting and Social Change, 195, 122795. Sciencedirect. https://doi.org/10.1016/j.techfore.2023.122795

Roztocki, N., Strzelczyk, W., & Weistroffer, H. R. (2024). Enterprise Systems in the Public Sector: Current Research Landscape. Information Systems Management, 1–28. Tandfonline. https://doi.org/10.1080/10580530.2024.2361617

Zheng, J., & Khalid, H. (2022). The Adoption of Enterprise Resource Planning and Business Intelligence Systems in Small and Medium Enterprises: A Conceptual Framework. Mathematical Problems in Engineering, 2022, 1–15. Wiley. https://doi.org/10.1155/2022/1829347

Zuma, N., & Sibindi, N. (2023). Challenges of Implementing Enterprise Resource Planning and The Role of Knowledge Management. South African Computer Journal, 35(2), 1–29. Researchgate. https://doi.org/10.18489/sacj.v35i2.17410

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