Enterprise Systems Implementation Challenges

This assignment delves into the complexities of implementing enterprise systems within organizations. It examines various challenges faced during implementation, including those related to top management influence, organizational change, risk management, and business process reengineering. The provided sources offer diverse perspectives on critical success and failure factors, drawing insights from academic research, industry reports, and practical case studies.

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Executive summary
Success in modern business lies in the extent to which a given organization gains a competitive
advantage over others. One of the common aspects that currently drives companies towards
change is information technology. Most companies are embracing the ERP system to help them
stay above others. This paper focusses on the implementation of the ERP system in the business.
The report uses a case study of the Chris and Richard’s Legal Support (CRLS) Company. It
discusses various aspects of its implementation of the Cloud-based ERP system. Thus, the report
is significant in unveiling the different important aspects of ERP execution by the businesses.

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Table of Contents
Introduction......................................................................................................................................4
Organizational Change in CRLS.....................................................................................................4
Alignment of an ERP with the organization’s goals.......................................................................5
Issues that may arise due to incomplete requirement elicitation or misalignment with the
business strategy..........................................................................................................................7
Cloud Based ERP for the CRLS......................................................................................................8
Benefits of Cloud based ERP to the CRLS..................................................................................9
Disadvantages of the Cloud Based ERP for the CRS..................................................................9
Risks associated with BPR and ERP customization......................................................................10
Organizational Commitment During the ERP implementation.....................................................11
Current Business Processes at the CRLS.......................................................................................11
Proposed Changes in the Business Processes................................................................................12
Conclusion.....................................................................................................................................12
References......................................................................................................................................13

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Introduction
Chris and Richard’s Legal Support (CRLS) is a family based company that provides free
legal support advice to the local community. The organization is headed by Chris and his son
Richard, both law professionals. Richard has specialized in the provision of legal advice to the
disadvantaged people in the society. The company raises finances through fundraising from donors,
well-wishers, and volunteer workers. Currently, the organization has grown to establish more
branches and recruit more volunteer lawyers to increase in its services. The expansion of the CRLS
has created the need for the incorporation of the information systems to help handle in smoothening
the operations of the organization, especially the cloud based ERP. Therefore, there is the need for
the management to understand the benefits and challenges of the cloud based ERP.
Organizational Change in CRLS
Organizational change refers to the process of review and modification of the existing
management structures and the business workflow and processes. The change is critical to the
success of every organization and has become an inevitable aspect for those that want to stay
ahead of their competitors in business. Some companies fear to embrace change, and this makes
them loose their competitive advantage, reduced profitability, and the sustainability and thus low
growth and even business exit. Therefore, it is important for the management of the CRLS to
embrace organizational change since it will bring about efficiency which will, in turn, help the
organization increase profitability and sustainability due to increased competitive advantage
(Curko, Stepanic, and Varga, 2012, pp. 206-214).

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There are key drivers towards organizational change. These are the factors that
necessitate the company’s review it’s management structures, processes, and the workflows. The
most common drivers in businesses include the consumer demand, the economic conditions, and
information technology and government policies among many others. Currently, most business
change is driven by new technologies. The emergence of information systems has led to the
creation of new business models which have played a critical role in enhancing efficiency in the
operations of businesses. The step by the CRLS to embrace the cloud-based ERP is important
since it is likely to impact positively to the organization (Mostafa and Samar, 2016, pp.487-
515).
The management of the CRLS should make all the possible efforts to support the process
of embracing the IT enabled change because it will help the CRLS move to another step of
growth. The process demands the full support of all the stakeholders in the process and a strict
adherence to the implementation. These strategies will help the CRLS to get the best out of the
information systems for their profitability (Craig, 2013). Also, the organization will be able to
escape the risks that may arise due to failure to align the requirements with the goals of CRLS
thus, meet all the organizational needs. Besides, the company will be able to produce all the
requirements of the management structure and the process thus avoid risks that may arise due to
inadequate requirement collection.
Alignment of an ERP with the organization’s goals
One of the major targets of ERP implementation is to align the system with the goals of
the organization. The target is challenging to achieve and demands for a careful implementation
of a change management plan. The ERP should be implemented in such a way that it works

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towards achieving the goals of the organization. At CRLS, there is need to gather all the
requirements to ensure that there is an alignment of the system with business processes and the
company can coordinate the work of the lawyers in the three branch offices (Information
technology department of Poole College of Management at North Carolina State University,
2015). For the CRL to achieve this, the organization needs to consider the aspects of training
among other factors for its success.
Training is a critical aspect for the CRLS to align its cloud based ERP. All the lawyers
for working in the organization should be informed about what is going to be done, how it is
going to be done and their role in the implementation. Training should cut across all the
stakeholders in the organization to gain their support and reduce resistance in implementation.
Also, CRLS must consider engaging the stakeholders in every available way. Every move should
engage and involve the stakeholders the ERP through all the possible ways (Dong, 2013).
Also, successful alignment of the successful alignment of the ERP with the goals of the
CRLS can be enhanced through proper communication to the involved stakeholders throughout
the process. This is an essential aspect that CRLS must put on the frontline. Communication
reduces misunderstandings within the implementation process that could otherwise drag down
the process (NIST, 2016). Communication also helps in efficiency in the coordination of
activities between the stakeholders thus, an admirable aspect. Therefore, the CRLS company
needs to have a well-established communication plan to be used in the implementation process to
ensure that all the stakeholders are in touch and up to date with the implementation process
(Habib, 2013).

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Issues that may arise due to incomplete requirement elicitation or misalignment with the
business strategy
The process of ERP implementation should always be conducted carefully to ensure that
the company achieves an alignment between the system and the organizational strategy.
Adoption of an appropriate strategy helps the organization to escape serious risks, damages, and
losses that may befall it due to poor implementation. There are many issues that are associated
the incomplete elicitation of requirements or the misalignment with the information business
strategy. These issues can bring a loss to the organization, reduces its competitive advantage
(Khaparde, 2012, pp. 49-91). Some of these issues include can affect the company both socially
and economically. Therefore, the management should understand these potential ERP issues and
work towards avoiding them in every way possible.
Firstly, poor requirement elicitation and misalignment of the ERP with organizational
strategy leads to development of a product that does not meet the organization’s requirements.
This is a loss to the organization and must be avoided to the highest level possible (Adnan and
Svensson, 2015, pp. 461- 486). The gap that exist between the organizational strategy and the
functional performance of the system must be bridged since delivering a product which does not
satisfy the organizational needs is not economical and thus saves money. In as much as the ERP
is expensive, it is evident that it is one of the best the best ways that the organization can use to
save cost (Motiwalla and Thompson, 2012).
The misalignment of the ERP system implementation with business strategy can have the
negative impact on the people involved. The efficiency of people in performing their operations
is greatly reduced, and this lowers their productivity. If misaligned, the efficiency of the lawyers

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at the CRLS is likely to go down mainly because of the system (Daryna, 2013). This is likely to
demoralize them in their duties because it will be difficult and discourage to us e the system that
doesn't fulfill the needs of their duties or rather does not flow as per their normal workflows
(Serban, 2015).
Cloud Based ERP for the CRLS
A cloud based ERP is an information system solution that uses the internet to deliver the
information system needs to the organization. Therefore, approach utilizes the internet in the
provision of the computing resources which include the memory, disk storage among many other
computing resources in running several applications which help the organization solve its
information system needs. Cloud based ERP is also called the Software as a Service (SaaS) or
on-demand computing. From a traditional approach, the ERP is made local and hosted at the
local premise by the organization, however, in this case, the company will have all the resources
residing at a remote location and thus, can only be accessed by use of the internet (Kornkaew,
2012).
When the CRLS implement the Cloud based ERP, the organization will not need the
computing resources at their premises because the service provider will provide them remotely.
The stakeholders of the CRLS will be in a better position to access the ERP from any point on
the globe by use of the internet (Uay, Pang, Hestermann and Montgomery, 2015). The lawyers
will log in to the system using any computer with internet from wherever they will be located.
Reports will be submitted to the cloud ERP with the use of the internet and again retrieved
anytime from any place once connected to the internet. The CRLS will not need to buy the
infrastructure or maintain them, but it will rather have to trust the information with the cloud

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providers who will supply and the computing resources and maintain the required hardware
(ISACA, 2012).
Benefits of Cloud based ERP to the CRLS
There are a range of benefits that the CRLS is likely to gain if it embraces the cloud
based ERP. Firstly, the CRLs will reasonably cut down its operational costs. The cloud based
ERP is one of the proofed information system approaches that reduce the costs to the
organization. The CRLS will save the costs of acquiring the infrastructure required to offer the
services on premise ERP. The cost for IT support services is also avoided eliminates the
payments for the upfront licenses for the software and also shrinks the maintenance costs for the
applications (Laisasikorn and Rampho, 2014, pp. 173-186).
The cost saving behavior of the cloud based ERP is enhanced through paying for the
computing resources that are only needed, faster process of deployment among others. The
CRLS will also enjoy confidence in their data because the cloud providers back the data for the
organization and provide security of attack. Besides, the staff of the CRLS will enjoy the ability
of the Cloud based ERP to be accessed from anywhere on the globe just by the use of the internet
(Crumbly and Fryling, 2012).
Disadvantages of the Cloud Based ERP for the CRS
In as much as the cloud based ERP seems to be the most appropriate solution to the
operation the CRLS Company, the approach is also associated by some downfalls. Firstly, with
this approach, there are issues with security and confidentiality. The data security of this law
firm will be in the hands of the cloud providers and thus a risk especially to the confidentiality of
this information because the providers have access to all the confidential documents from the

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company. Also, the risks of data loss are all left in the hands of the providers unlike in the on-
premise ERP (Terje, 2016, pp. 1-13). Also, there is a high dependability on the internet. The ERP
cannot be available without the internet and this reduces its performance. Thus, it is important
for the management of the CRLS to understand both sides of the coin for an amicable decision.
Risks associated with BPR and ERP customization
There are various risks that are associated with the activities for the re-engineering the
existing company processes tin the process of implementing the ERP. Firstly, there is a risk of
management heterogeneity. The success of the BPR a good coordination between the processes,
the people and the technology and this has been challenging to the management in most cases.
The BPR and ERP customization also faces the challenges of vague methodology. Picking the
right methodology is always challenging, and this usually leads to the failure of the BPR.
Successful BPR lies in the proper approaches to help go for the right methodologies (PMI’s
Pulse of the Profession, 2013).
Another risk that faces the BPR and the ERP implementation is the employee
commitment. In many cases of the ERP change in the company, it is massive, and thus, there is
non-awareness among the employees. This is risky to the success of the BPR and ERP
customization. Also, there is a risk and change on the focused objectives. Usually, most
companies expect the process re-engineering to yield immediately within the short term which is
not possible (PMI’s Pulse of the Profession, 2015). The BPR and Customized ERP takes time to
deliver the best results to the organization. Lastly, the process of BPR and ERP customization
faces risks that emanate from improper training. The employees and other involved stakeholders
need to receive adequate training for them to make the exercise successful.

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Organizational Commitment During the ERP implementation
The success of the ERP implementation is greatly determined by the level of commitment of
the organization towards its success. The project leader must have all the strategies in place that are
likely to ensure that the support of the entire organization for the ERP is won. It is important that
the executive team of the organization supports the ERP implementation process to avoid failure.
The senior executives oversee setting the business strategies thus they understand the direction in
which the company follows (Liela and Verdina, 2012, pp. 233). All types of staff must be
committed towards the implementation of the ERP.
The CRLS need to implement the system in the best way possible. The project manager for
the ERP implementation at the CRLs should ensure that the Chris and Richard support the project
all the possible ways. These are the senior management who understands the business strategy more
than any other. Besides, all the lawyers must understand their role in the change and support the
implementation of the system. Failure to win support from all kinds of people will lead to resistance
from the team due to fear from poor communications (Sanderson, 2012, pp. 432-443).
Current Business Processes at the CRLS
The business processes of an organization define the steps defined in the process through
which the company carries out its activities. Currently, in defining the business process at the CRL,
the company receives the donations from the donors and then uses it to provide legal support to the
poor. With the three branch offices of the company, there is manual coordination to monitor the
performance of these offices. Chris and Richard have the responsibility of ensuring the coordination
and performance of thee offices. The lawyers have areas of specialization recorded in books and the
type of cases that they handle.

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Also, in the current processes, the books are kept that are used to track the clients who come
to the company for services, where they come from, the services that were offered, duration among
many others. The current process also facilitates for the manual tracking of cases that are pending.
The records in the current processes help understand the patterns that are formed in the process of
satisfying the customers thus very important. These processes play a role in satisfying the clients
through the provision of the best services to them (Goeun, 2013).
Proposed Changes in the Business Processes
When the CRLS embraces the cloud based ERP, there are going to be changed in their
existing business processes. The modifications will be mainly in the process of shifting from the
manual system towards the use the information system. For example, with the new ERP system,
there will be no more recording in books but now data entry into the ERP. Books will be replaced
with the system that will have a role of storing all the information for the company. Also, rather
than reading books and drawing the important patterns, the system will be there to provide the
services reporting to the organization. Therefore, the ERP will transform the existing processes of
the CRL into automation.
Conclusion
In conclusion, the ERP system is an essential aspect of the modern business. The system
saves the cost to the organization and thus gives it a competitive advantage over other players in the
industry. However, for successful implementation of this system by a given organization demands
for a careful planning for the exercise to ensure that the project delivers the best product. This is
usually the best coordination between the process and the people. Well managed process changes in
organizations have a positive impact on these companies.

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References
Adnan, C. and Svensson, A. (2015). Adoption of the ERP system for operations management in
SMEs. School of Business. Economics and IT, University West, pp. 461- 486.
Craig, H. (2013). A study of uncertainty and the risk management practice relative to perceived
project complexity. Bond University.
Crumbly, J., and Fryling, M. (Nov 2012). Rocky Relationships: Enterprise Resource Planning
and the Supply Chain Management. Paper presented at the Conference on Information Systems
Applied Research (CONISAR), New Orleans,
Curko, K., Stepanic, D. and Varga M. (2012). Strategic and tactical success factors in ERP
system implementation. International journal of computers Issue 4, pp. 206-214
Daryna B. (2013). Implementation of Enterprise Resource Planning Systems. Point of View of
Consultants Department of Civil and Environmental Engineering Division of Construction
Management Chalmers university of technology, Göteborg, Sweden, Master's Thesis 2013:128
Dong, L. (2013). A Model for Enterprise Systems Implementation: Top Management Influences
On Implementation Effectiveness. Paper presented at the Americas Conference on the
Information Systems (AMCIS), Long Beach, CA
Goeun, S. (2013). Challenges in the Implementing Enterprise Resource Planning (ERP) system
in the Large Organizations: Similarities and Differences between Corporate and University
Environment. Working Paper CISL# 2013-07

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Habib, M. (2013). Understanding the Critical Success and Failure Factors of Business Process
Reengineering. International Review of Management and Business Research, Vol. 2 Issue.1.
ISSN: 2306-9007
Information technology department of Poole College of Management at North Carolina State
University. (2015). ERP risk research survey
ISACA. (2012). COBIT 5: A business framework for the governance and management of
enterprise IT. Rolling Meadows. IL: ISACA
Khaparde, M. (2012). Barriers of ERP while implementing ERP. IOSR Journal of Mechanical
and the Civil Engineering (IOSR-JMCE) ISSN: 2278-1684 Volume 3, pp. 49-91
Kornkaew, A. (2012). Management Information System Implementation Challenges, Success
Key Issues, Effects and Consequences. Master’s Thesis within Military Logistics
Laisasikorn, K. and Rampho, N. (2014). A Study of the Relationship between a Successful
Enterprise Risk Management System. An Exploratory Study. Journal of Service Research, pp.
173-186.
Liela E. and Verdina A. (2012). Assessment and problems of projects implemented by companies
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examining implementation of accounting modules," International Journal of Organizational
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Motiwalla L. and Thompson J. (2012). Enterprise Systems for Management, 2nd Edition

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NIST (2016). Guide for Applying Risk Management Framework to Information Systems: A
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PMI’s Pulse of the Profession (2013). In-Depth Report: The Essential Role of the
Communications provides that eye-opening insight.
PMI’s Pulse of the Profession (2015). Capturing the value of project management.
Sanderson, J. (2012). Risk, uncertainty, and governance in mega projects. A critical discussion
of alternative explanations. International Journal of Project Management, pp. 432-443
Serban, A. (2015). Managing Transformation: Business Process Reengineering or the Total
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foundation European Journal of Operational Research; Volume 253, Issue 1, pp. 1–13
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Instance ERP, Gartner, ID: G00272540