Brewton Business Scenario 4: Name, Course, Tutor, Date

Brewton Business Scenario 4 Name: Course: Tutor: Date of submission

As the project manager, I will be responsible for the planning, procurement, and implementation of the ERP system proposed by Brewton business. To ensure the success of the project, I will require the input of several stakeholders during the implementation process that will play different but interconnected roles.

The first key stakeholder will be Mark Brewton, Chief Executive Officer. as the leader of the company, Mr. Mark has directed the IT director to acquire and implement the enterprise system, and he holds the view that it will help streamline accounting and purchasing processes. Mr. Mark will play an oversight role as well as developing the ERP implementation team and assessing its overall performance. He will also be responsible for approving the entire project budget with input from the chief finance officer.

The second stakeholder will be Mike Benson, the Information Technology Director. The IT director and his team will be responsible for the day to day operations of the ERP software and the infrastructure that connects all employees to the ERP system. The IT director will also be responsible for drafting the project budget.

The third key stakeholder will be Barbara Scharer, who’s the Chief Financial Officer for the company. Barbara will be in charge of the financial management section of the proposed ERP system. She will also be interested in the budget proposal that will be submitted by the IT director and will be responsible for its approval (Lech, P. 2016).

Finally, the last stakeholders I will involve in the implementation process will be the users and employees at the company.

New systems bring about change in any business due to the implementation of a new and different set of business processes, and this mostly leads to change resistance (Lech, P. 2016). User input during the implementation process will be essential in fulfilling all requirements and harmonizing all issues raised as well as providing a channel for users to interact with ERP system before it’s finally rolled out (Lech, P. 2016). The entire process of implementing an ERP system can bring numerous challenges for all stakeholders involved.

These challenges have the potential of derailing the project progress or lead to its complete failure (Seo, G. 2013). As the project manager, I’ve acknowledged a few challenges and the first challenge anticipated while working with the above stakeholders is the lack of effective communication. To avoid this, during the ERP implementation process I will ensure effective communication by organizing meetings where all stakeholders will air their opinions and provide feedback.

Another challenge is employee morale. Individuals assigned to ERP projects are often put under the stress of lengthy working hours with extra workload and sometimes no off days (Seo, G. 2013). This is not exempted for Brewton’s case since the ERP system will be expansive and be developed to serve many users. The stress which is associated with the implementation can potentially decrease the stakeholders’ output and negatively impact the implementation process. To counter this, I would propose that the company’s executive leadership which comprises of the CEO, CFO, and human resources director must provide flexible working hours to achieve better results.

The human resources needed to implement the ERP system will consist of different individuals performing different roles, and the first one is the project manager (Lech, P. 2016). Being the project manager, I will be involved in managing the project team, project budget, and ensuring that the schedule is adhered to. The second human capacity needed will be the IT director and his team whose main role will be to assist with installation and configuration of the system and also providing technical training to all employees. The third human resource needed will be the system administrator who will be responsible for the collective setup and technical aspects of the administration of the ERP system.

The final human capacity needed will be the technical support team who will assist employees and customers with ongoing operational issues. This team will deal with the continuing needs of both users and customers during implementation and even after roll out. For the purposes of using the system production mode, several computers and network resources will be required, and they include desktops, monitors, and laptops together with fast and reliable servers which should be hosted in an expanded server room in the IT department. The enterprise system will also be customized to ensure that future releases and updates from the vendor are easy to be integrated into the deployed system (Lech, P. 2016).

An SQL server database that supports all the ERP application will also be built and integrated into the network. The network for the entire production floor will be built using category six cables since they can run for distances of up to 100 meters and deliver high and reliable speeds of up to 100 Mbps.

Paper For Above instruction

The successful implementation of an Enterprise Resource Planning (ERP) system is a complex endeavor that requires careful planning, effective stakeholder engagement, and management of potential challenges. At Brewton Business, the project leadership must coordinate various stakeholders, each with specific roles, to ensure the ERP system meets organizational needs and delivers value.

Chief among these stakeholders is Mark Brewton, the CEO, whose strategic vision and oversight are vital to guide the project. Brewton's role involves approving budgets, forming the implementation team, and monitoring overall performance. His leadership ensures alignment with corporate objectives and facilitates organizational buy-in. The CEO's involvement is crucial in securing executive support and allocating necessary resources, including financial backing necessary for the procurement and deployment phases (Lech, 2016).

The second key stakeholder is Mike Benson, the IT Director, who oversees technical aspects of the ERP deployment. His responsibilities include managing infrastructure, coordinating system installation, and ensuring security and connectivity across the organization. The IT department's role extends to drafting and managing the project budget, securing hardware, and facilitating training for system administrators and end-users. Efficient technical management by Benson and his team is essential for minimizing technical issues and ensuring system stability (Seo, 2013).

Barbara Scharer, the CFO, is integral to the project owing to her role in financial management. She will oversee the financial module integration, ensuring that accounting, budgeting, and financial reporting align with organizational policies. Her approval of the budget proposal from the IT team underscores her influence in resource allocation and financial oversight. Ensuring transparency and accuracy in the system’s financial functionalities is crucial for organizational compliance and operational efficiency (Lech, 2016).

Beyond top management, end-users and employees are significant stakeholders whose acceptance and engagement determine the system’s success. Resistance to change is common in technological upgrades, especially with extensive process modifications. Engaging users early, soliciting their input, and addressing their concerns foster buy-in and facilitate smoother change management (Lech, 2016). Effective communication channels and participative decision-making can reduce resistance and improve user adoption of the new system.

However, implementing an ERP system entails several challenges. One of the most critical is communication breakdowns among stakeholders, which can delay project timelines and increase costs. To mitigate this, scheduled meetings, progress reports, and collaborative platforms should be employed to enhance transparency and information flow. Regular updates and feedback sessions will ensure all stakeholders are aligned with project goals and progress.

Employee morale is another challenge, as ERP projects often impose stressful workloads, long hours, and heightened responsibilities. Such pressures can diminish productivity and enthusiasm. To counteract this, leadership must endorse flexible working arrangements and recognize employee efforts. Maintaining morale sustains engagement and contributes to the overall project success (Seo, 2013).

Human resources are vital for executing the ERP project effectively. The core team includes the project manager, who coordinates activities, manages schedules, and oversees the budget. The IT team supports technical implementation, configuration, and training, while the system administrator ensures ongoing maintenance and security. Additionally, a dedicated technical support team will assist users during and after deployment, addressing operational issues promptly (Lech, 2016).

The physical and technological infrastructure required for deployment involves multiple hardware components. Desktops, laptops, and monitors will facilitate daily user interaction, while servers housed in an expanded server room will host the ERP application. The network infrastructure should utilize Category 6 cabling for high-speed, reliable data transfer over distances up to 100 meters, supporting speeds up to 100 Mbps. Furthermore, the ERP system will be tailored to integrate future updates seamlessly, ensuring longevity and adaptability (Lech, 2016).

The database component, primarily an SQL server, will underpin the ERP application, managing data storage and retrieval operations efficiently. Proper network design and hardware selection are critical for system performance, security, and scalability. These considerations underscore the importance of meticulous planning and resource allocation to achieve a successful ERP implementation.

In conclusion, effective stakeholder engagement, clear communication, addressing personnel stresses, and robust infrastructure are fundamental to the successful deployment of an ERP system at Brewton Business. Leadership must foster collaboration, manage resistance, and ensure technical preparedness to realize the full benefits of the new system, thereby enhancing overall organizational efficiency and competitiveness.

References

• Lech, P. (2016). Implementation of an ERP system: A case study of a full-scope SAP project. Journal of Management and Finance, 14(1), 49–64.
• Zach, O. (2012). ERP system implementation in small and medium-sized enterprises.
• Tambovcevs, A., & Tambovceva, T. (2013). ERP system implementation: Benefits and economic effectiveness.
• Seo, G. (2013). Challenges in implementing enterprise resource planning (ERP) system in large organizations: similarities and differences between corporate and university environment (Doctoral dissertation, Massachusetts Institute of Technology).
• Bradley, J. (2008). Management based critical success factors in ERP implementation. Business Process Management Journal, 14(2), 242-253.
• Schmidt, R. (2007). Risks and challenges of ERP implementation. International Journal of Project Management, 25(4), 371–378.
• Hitt, L. M., Wu, D. J., & Zhou, X. (2002). Investment in Enterprise Resource Planning: Business Impact and Its Determinants. Journal of Management Information Systems, 19(1), 71–98.
• Ng, J. & Lum, L. (2018). Strategies to Overcome Employee Resistance during ERP Implementation. Journal of Enterprise Information Management, 31(2), 245-263.
• Somers, T. M., & Nelson, K. (2001). The Impact of Critical Success Factors Across the Stages of Enterprise Resource Planning Implementation. Proceedings of the 34th Annual Hawaii International Conference on System Sciences.
• Hani, S., & Zulkiffli, W. (2010). The Influence of Change Management on ERP Implementation Success. Journal of Computer Science, 6(3), 320-324.