Surname2 Introduction There is a need to use OPM3 to boost understanding gaps in skill prior to the execution of ERP. There is necessity to take the phased ERP implementation approach over the vital duration to assist in reducing success failure among companies such as Nike. There is a need for an implementation team to develop the plan to roll out the ERP system within a period of six-year in phasesi. Therefore, this research paper examines the ERP implementation process within the past approach, the importance and use of the model of OPM3 within the process of learning the gaps of organization skill implementation to the company such as Nike. How Could Organizational Project Management (OPM3) have helped to identify the Problems with Implementing the Demand Planning System? OPM3 refers to the Project Management Institute (IPM) publication that offers the technique for different corporations to recognize their processes of Management of Organizational Project effectively. OPM3 also measure capabilities of corporations in preparation for ideal improvement. Moreover, it is the internationally recognized appropriate practice standard for assessing along with developing capabilities in the management of the project, management of the portfolio, and Program Managementii. The technique could have assisted organizations such as Nike in assessing the organizational set of skill to instigate the effectively of system of ERP. It could assist organization to attain different aims specified at the start of the project. It can also aid the corporation to recognize the competency level alongside the capability to execute the system of ERP effectivelyiii. OPM3 offers ideal technique for different organizations to understand their iT. Kushnikova, "Analysis of the structure of the ERP system and aspects of its implementation in the enterprise",SCIENTIFIC DEVELOPMENT TRENDS AND EDUCATION, vol. 2, 2019. Available: 10.18411/lj-07-2019-55. iiL. Ganesh and A. Mehta, "Understanding Cloud Based ERP Implementation in Light of Conventional ERP Implementation at Indian SMEs: A Case Study",SSRN Electronic Journal, 2016. Available: 10.2139/ssrn.2782244. iiiS. Chakravorty, R. Dulaney and R. Franza, "ERP implementation failures: a case study and analysis", International Journal of Business Information Systems, vol. 21, no. 4, p. 462, 2016. Available: 10.1504/ijbis.2016.075256.
Surname3 processes and practices of management of the organizational project and to make such processes capable to be performed successfully, predictably, and consistently. Additionally, OPM3 assists organizations create the best roadmap that the corporation will follow to enhance performance. Though Nike Company selected to execute the system of planning of demand in the initial instance, with the other implementation systems later on phased approach over the number of years, there exist different issues observed that links to the software, data, and response duration. In this scenario, using OPM3 will undoubtedly assist in identifying gaps related to skills within the corporation that must be filed prior to the commencement of implementationiv. Therefore, the use of OPM3 assists the organization in processes of assessing different set of skill to implement systems of ERP effectively while attaining different set out goals at a commencement of any plan. In the case of Nike Company, the method of demand planning was complicated as the end-user was not given proper training to utilize the system properly. Using OPM3 as the structure, Nike could have been able to gain appropriate knowledge on best practices of implementation of the system in the preparatory phase of evaluation. Hence, the actual assessment might have followed based on the present knowledge and skills level for the demand in the planning of the projectv. Lastly, the existing gaps amid the appropriate practices, as well as the current levels, could be eliminated through taking necessary countermeasures. Such methods could have made Nike decide whether it requires outside stakeholders alongside based on the existing skill levels that they possess. What were the Three Primary Reasons Nike was Successful with the Ongoing ERP Implementation? The general plan for business structures as well as descriptions for embracing that involved implementation was well appreciated in entire operations of Nike Company. Therefore, Nike comprised of appropriate purchase-in for the project and able to create variation in its systemsthat dealt with demand and ivH. Yang, "Project Team Right-sizing for the Successful ERP Implementation",Procedia Computer Science, vol. 91, pp. 672-676, 2016. Available: 10.1016/j.procs.2016.07.168. vS. Rahayu and V. Juliana Dillak, "Key Success Factor for Successful ERP Implementation in State Owned Enterprises",International Journal of Engineering & Technology, vol. 7, no. 438, p. 916, 2018. Available: 10.14419/ijet.v7i4.38.27608.
Surname4 progressed with the implementationvi.The company was able to take the appropriate time to implement the project of ERP and learn from the mistakes and issues from previous projects like demand planning. There was also therigorous training implemented and planned for the users for the representative of customer service.The idea enabled the company to carry out the process of business reengineering to help in identifying performance-based objectives for the project. The three above reasons enabled Nike to displayed patience during an implementation alongside study from different faults from their history. They help Nike to concentrate on looking at the process of implementation and improving it in the processvii. Additionally, these reasons made Nike to be victorious with enduring implementation of ERP by being able to train its client service council for about one hundred and forty to one hundred and eight hours. Different users of Nike were secured out of the practice until they finished the full route of training that they will totally recognize each issue that the organization needs to know. The training was aiming to make customer service representatives have adequate abilities to utilize the technique effectively. Why was a Phased Rollout the Correct Decision for Nike? The phased rollout is a term that refers to the migration technique of software or hardware that comprise of incremental implementation of the advance system. In the system of phase rollout, the changeover happens in different waves over the long duration that enables corporations to slowly adapt to the system, as opposed to adjusting to the immediate systemviii. The phased rollout remained as an appropriate choice for the operations of Nike. It allowed the organization to learn from different mistakes viM. Supramaniam, A. Abdullah and R. Ponnan, "Cost Analysis on ERP System Implementation amongst Malaysian SMEs",International Journal of Trade, Economics and Finance, pp. 72-76, 2014. Available: 10.7763/ijtef.2014.v5.343. viiM. Mukherjee and S. Roy, "On Successful Implementation of ERP Software",INTERNATIONAL JOURNAL OF ADVANCED ENGINEERING AND MANAGEMENT, vol. 2, no. 1, p. 28, 2017. Available: 10.24999/ijoaem/02010010. viiiR. O’Shea, "The Role of the Business in Ensuring a Successful ERP Implementation",EDPACS, vol. 55, no. 5, pp. 13-15, 2017. Available: 10.1080/07366981.2017.1319244.
Paraphrase This Document
Need a fresh take? Get an instant paraphrase of this document with our AI Paraphraser
Surname5 made early within the process from its early experience of demand planning system implementation. It remains a correct decision for Nike because it enables it to understand the complexity of the ERP implementation project. The phase rollout thus focused on taking the informed decision to take an extended duration of six years of the time of implementation to implement the ERP within the phase in the appropriate manner. Hence, Nike Company was able to guarantee business aims were attained throughout system of implementation while not focusing on just attaining a system up as well as managementix. Such lengthy time of execution gave room for practical training of all workers so that they understood the new system and gave time for any mistakes of ERP system to surface in a single location instead of every location at ago. Nike’s decided on the approach of phased rollout over six years with the aid of the model of OPM3 may have attributed to the thriving execution of its ERP structures. Gaining facts from an accomplishment of exact planning system made corporation to come up with an assessment of what went wrong as well as how to enhance their other implementations for ERPx. Furthermore, the plan and method of Nike to initially implement the demand planning system was valuable since the program created an ideal opportunity for the organization to attain its goals of conducting business. The techniques improved idea of evaluation and testing in the controlled environment instead of possibly putting the corporation in jeopardy by releasing the entire unfinished system of ERP that would impact all aspects of the organization. Commencing the process of rollout with small regions in Canada then slowly shifted toward the U.S., the Middle East, along with Europe and later Latin America together with the Asia Pacific. Such lengthy duration for implementation allowed to appropriately offering training to all workers. Hence, they understood the new systems and gave time for any ERP system mistakes to show up in a single location instead of all locations agoxi. All these ixL. Pylypenko and M. Redko, "Analysis Of The Advantages And Disadvantages Of Erp System Implementation In Enterprises",Pryazovskyi Economic Herald, no. 617, 2019. Available: 10.32840/2522- 4263/2019-6-33.
Surname6 operations enabled Nike to try multiple ERP systems that they view in every system’s benefit to improve the effectiveness of that system and eliminate any problem that might cause phase rollout. Conclusion The implementation process of any ERP system remains to be complicated, and it requires a significant amount of time to roll out to different regions within the international setting. A systematic and phased approach can assist organizations in sorting out operational problems but also enable workers to embrace the system if they are appropriately trained. Several factors required to be considered in the process of deciding on the approach to deal with the system of ERP. Such elements comprise of user training, integration, along with cutover aspects. Various strategies for implementation suggest that the approach of the big bang can be utilized to implement the idea of ‘must-have’ functionality within the core modules of ERP. The approach can be followed up with the phased implementation of the functionality of ‘nice to have’ within the process of implementation. Bibliographies xFitriani, R. Witjaksono and M. Saputra, "Reliability and usability analysis of the implementation ERP in host to host payment system: A case study",Journal of Physics: Conference Series, vol. 1367, p. 012003, 2019. Available: 10.1088/1742-6596/1367/1/012003. xiH. Yang, "Project Team Right-sizing for the Successful ERP Implementation",Procedia Computer Science, vol. 91, pp. 672-676, 2016. Available: 10.1016/j.procs.2016.07.168.
Surname7 [1]M. Supramaniam, A. Abdullah and R. Ponnan, "Cost Analysis on ERP System Implementation amongst Malaysian SMEs",International Journal of Trade, Economics and Finance, pp. 72-76, 2014. Available: 10.7763/ijtef.2014.v5.343. [2]S. Chakravorty, R. Dulaney and R. Franza, "ERP implementation failures: a case study and analysis", International Journal of Business Information Systems, vol. 21, no. 4, p. 462, 2016. Available: 10.1504/ijbis.2016.075256. [3]Fitriani, R. Witjaksono and M. Saputra, "Reliability and usability analysis of the implementation ERP in host to host payment system: A case study",Journal of Physics: Conference Series, vol. 1367, p. 012003, 2019. Available: 10.1088/1742-6596/1367/1/012003. [4]L. Pylypenko and M. Redko, "Analysis Of The Advantages And Disadvantages Of Erp System Implementation In Enterprises",Pryazovskyi Economic Herald, no. 617, 2019. Available: 10.32840/2522- 4263/2019-6-33. [5]T. Kushnikova, "Analysis of the structure of the ERP system and aspects of its implementation in the enterprise",SCIENTIFIC DEVELOPMENT TRENDS AND EDUCATION, vol. 2, 2019. Available: 10.18411/lj-07-2019-55. [6]L. Ganesh and A. Mehta, "Understanding Cloud Based ERP Implementation in Light of Conventional ERP Implementation at Indian SMEs: A Case Study",SSRN Electronic Journal, 2016. Available: 10.2139/ssrn.2782244. [7]S. Rahayu and V. Juliana Dillak, "Key Success Factor for Successful ERP Implementation in State Owned Enterprises",International Journal of Engineering & Technology, vol. 7, no. 438, p. 916, 2018. Available: 10.14419/ijet.v7i4.38.27608.
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
Surname8 [8]M. Mukherjee and S. Roy, "On Successful Implementation of ERP Software",INTERNATIONAL JOURNAL OF ADVANCED ENGINEERING AND MANAGEMENT, vol. 2, no. 1, p. 28, 2017. Available: 10.24999/ijoaem/02010010. [9]H. Yang, "Project Team Right-sizing for the Successful ERP Implementation",Procedia Computer Science, vol. 91, pp. 672-676, 2016. Available: 10.1016/j.procs.2016.07.168. [10]R. O’Shea, "The Role of the Business in Ensuring a Successful ERP Implementation",EDPACS, vol. 55, no. 5, pp. 13-15, 2017. Available: 10.1080/07366981.2017.1319244.