ERP Implementation and Quality Intervention Measure
Even though business organizations entail different production sections and departments, Enterprise Resource Planning, ERP integrates and monitors the functions within a single unit (Tarhini et al., 2015, pg. 25). The computer-based software initiates an advantaged program that combines information under a unique platform of applications. However, the implementation phase of the program relies on the managerial, employee, and consultant skills to initialize. Surprisingly, several enterprises fail to introduce the software in management at the implementation stage. As the Chief executive officer of the ERP implementation system, it is essential to analyze the source of failure and determine the best intervention measure. My essay, therefore, explores the ERP implementation failure and the best intervention technique to apply.
How to determine the courses of ERP implementation failure
Through an ERP expert design, the components that fit the business operations of an institution outline (Hustad, Haddara & Kalvenes, 2016, pg. 430). An evaluation of the system implementation failure, therefore, begins with analysis from the consultant agency. The company workers receive guidelines from the designer and endorse real-time communication for the effective implementation process. Notably, the applications, norms, and directives get predefined within the software based on the needs and complexity of the organization. However, through training by the representatives of the consultant agency, the execution team understands the application use.
Reasons for choosing consultant intervention over in-house talent probe on the failure
Since the ERP vendor team remains the brainchild for the system development, they have an understanding of the system functions (Hustad, Haddara & Kalvenes, 2016, pg. 430). In case of failure, the team would determine the possible misfits of the immediate organization. The organization employees must unravel the source of mistakes in an application they do not understand. Seemingly, all the protocol verification starts with the designers, and in case of a problem, it is the consultant to reset or modify.
In summary, enterprise resource planning reduces the production cost by software-based centralized business operations. However, since its inception, the application remains unfulfilled in most business enterprises. Therefore, through the vender intervention, the challenges suffice for effective remedies. Internal employees’ consultation remains ineffective in addressing the ERP implementation challenges due to inadequate expertise on the software platform.