ERP implementation for Aux Bons Soins

ERP implementation for Aux Bons Soins

Question 1

Changes in the global business market cause significant shifts in the way businesses operate. Information technology is one of the aspects that has contributed to the changes that exist in various companies. The changes contribute to the creation of new business avenues and new business leaders. It also forces a business to engage in multiple practices such as outsourcing adopting new technological reforms and industry consolidation. In answering the leading causes of the difficulties that the project at Aux Bons Sons, this paper analyzes the significance of developing an effective information technology strategy that helps to coordinate and reduce the complexity of issues to enable them to work towards meeting their objectives. Additionally, the paper also delves into discussing the dangers of inefficient leaders in organizational projects.

Aux-Bon Soins is a Canadian-based insurance firm that wants to adopt the Enterprise Resource Planning IT strategy to help it in coordinating its resources. The case presented shows that the adoption and implementation of a new system has pitfalls that make companies experience myriad challenges. The investigations that took place in ABS before the implementation and after the implementation of the ERP helps to give an insight to the problems of implementing a new ERP.

In contemporary society, organizations have complex operational situations that require interaction and coordination from all departments. Implementation of ERP will offer a perfect solution to reducing the complexities that exist. ERP system has a variety of modules and a set of activities that help in integrating data from multiple departments of an organization. The system facilitates to create linkages between the manufacturing department, material handling department, engineering process, managing customer orders, and purchasing processes.

ABS has been formed as a merger of three companies. As a result, they needed a new ERP system to integrate their operations and activities. The background of the case study denotes that the idea of ERP came up out of necessity. Out of this necessity, the resulted in an aggressive commitment towards the adoption process of the system. The firm committed its resources to a pre-configured software package. Procuring a pre-configured software of the ERP was the first error that the project leader committed. The action of the project manager made other users from various departments such as accounting and finance, which are vital to feel neglected or sidelined. The project manager had assumptions and only focused on the technical implementation that led to a lack of coordination and support from functional sections of an organization (Bernier & Brunelle, 2006).

The success or failure of an ERP system depends on the willingness and readiness of a firm to tailor the system to fit the specific needs of the company. The firm failed to customize the system and resulted in political issues that led to confrontations between the IT department and other functional departments of the organization. Failing to tailor a system will also contribute to the creation of obstacles that may disrupt the operations of a firm. Acknowledging the roles played by personnel is an essential aspect of establishing a successful long-term implementation.  The project manager failed to involve other users and thus created distrust. The firm additionally was unable to make adjustments to the timelines of the project, which further enhanced resistance.

Question 2

Although the implementation of the project had various challenges, the project had some elements of success. One of the significant factors that contributed to the success of the project was the selection of a new project manager. Andre, the new project manager, through his extensive experience in various projects, identified the internal issues and resistance in the departments.  He decided to make a reverse to the decision to install a package without tailoring the software to the needs of the firm. The new project manager decided to create teams from various departments that helped to obtain confidence from other members of the project team. The teams were tasked to identify solutions to the challenges that faced the initial implementation of the project. Andre, the new manager, kept communicating the importance of adopting the ERP system (Bernier & Brunelle, 2006).

Additionally, the new manager ensured that all the users were familiar with the system and were in a position to use it. Andre’s leadership skills and managerial experience enabled him to obtain the trust of the users of the system that gave the company a new direction. The users were also able to understand the essence of implementing a new system, and it was one of the inevitable ways that would assure the company of success.  Elements of success of the project can also be attributed to the ability of the users to see the benefits of the new system. The adoption of the new ERP system brought a major revolution in the business practices of ABS.

In conclusion, it is clear that the success of a project can depend on the experience and strategies that a project manager adopts. Involving users is also an important aspect in ensuring the success of projects. Communication and gaining trust with all stakeholders forms one of the surest ways of achieving success in a project.