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A Surefire Method for Sabotaging an ERP Implementation: Why Companies Pay a Huge Price for Neglecting Change Management
sponsored by EnteGreat
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Posted:
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22 Sep 2008
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Published:
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22 Sep 2008
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Format:
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PDF
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Length:
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9
Page(s)
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Type:
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White Paper
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Language:
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English
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ABSTRACT:
Over the last decade, a lot of "education" has taken place when it comes to company Enterprise Resource Planning (ERP) implementations, and for that matter, other company process changes, including business growth and expansion initiatives. Methodologies have been tested, refined and proven to the point that "successful implementations" are within reach of any manufacturing company. However, there are some pitfalls that still remain that cause companies to fall short. Every implementation is different, so there may be an assortment of reasons for project shortcomings. But there is one characteristic that most failures have in common: a solid change management program was not in place.
This paper explains the rationale behind the need to have in place a solid change management program in support of an ERP initiative or other growth and expansion initiative. Authors Bryon Niekamp and Edward Pfahl address the priorities and pitfalls of not addressing communication, training and process adoption by end-users, including its effect on Return on Investment (ROI). Finally, this paper takes a detailed look at ten critical Change Management Best Practices that can be used as a foundation for an effective change management program.
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Authors
Edward Pfahl
Vice President
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Technology Solutions Company
Edward Pfahl has amassed 37 years of diversified work experience, consisting of 22 years of manufacturing/business experience and 15 years of consulting experience. Prior to joining EnteGreat, Ed was a Vice-President in the Change and Learning Division of Technology Solutions Company. His expertise as a professional business executive and leader includes extensive experience in change management (organization behavior), reengineering, project management, strategy development, process improvement and impact mitigation. Ed has participated and led initiatives for accounts such as Hewlett-Packard, Caterpillar and ExxonMobil. He maintains a focus on team and individual performance improvement to assist a company’s profitability by achieving measured results utilizing a return on investment methodology.
Byron Niekamp
Vice President
,
Technology Solutions Company
Bryon Nikeamp has over 14 years of consulting experience and 8 years of manufacturing experience. Prior to joining EnteGreat, Bryon was a Senior Vice President in the manufacturing division of Technology Solutions Company (TSC). His expertise is in manufacturing processes, project management, education, and change management. He has led major software initiatives with accounts such as Keebler, Prudential and MCI. He has developed methodologies, approaches, and strategies that have enabled the successful completion of hundreds of IT projects and was one of the founders of the education and training proactive within EnteGreat. For the past 6 years he has lead the Change and Learning business within EnteGreat. Prior to EnteGreat Bryon was a Business Unit Manager at McDonnell Douglas Aircraft responsible for MD-11 wide body aircraft delivery and customer acceptance.
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BROWSE RELATED
RESOURCES
Best Practices | Change Management | ERP | Manufacturing | ROI | Training
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View All Resources
sponsored by EnteGreat
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