Technology and change management
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Challenges and ways for successful organizational change management in Enterprise Resource Planning(ERP) implementations.
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Workplace change can be difficult for both managers and employees. There are two approaches to change - proactive change involves actively making alterations before problems occur, while reactive change happens after threats or opportunities have already surfaced. Successful change management models involve three steps - ending the old way, transitioning to the new, and establishing the new way. Change managers can help by planning well, allowing discussion and participation, and reducing uncertainty throughout the process.
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An ERP project is a project of change. For it to be effective, however, organizational change must be expertly managed and communicated.
SAP and Change Management
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/sap-and-change-management/
As a “seasoned” Change Manager, I have been involved in many diverse projects focusing on managing the business aspect of technology implementations; e.g. ERP (SAP, Oracle, Microsoft Dynamics), Core Banking Systems, Business Intelligence, Case Working and Knowledge Management solutions, and the like.
To this day, I continue to be asked why is there a need to have involvement from a Change Manager, because a technology implementation “is what it is” and once implemented, the business should just be able to “get on and work with it.” But, it’s not quite as simple as that, because if you break down the impact of a technology implementation on a business, it would go something like this:
• It will change the way a business operates.
• Key stakeholders will want and need to be involved and communicated with.
• Processes will change.
• Organisation structures will change.
• The readiness of the business will need to be measured to ensure a smooth go-live.
• There will be a need to train and educate people in new ways of working.
• Business benefits as set out in the business case will need to be tracked.
• Once people gain competence with the new technology they should be encouraged to continuously improve ways of working into the future.
That sounds very simple, but actually it’s not, because all of these things involve people and they will need to have their expectations and perceptions managed.
Technology implementations aimed at making an organisation more efficient have become larger and more critical in recent years and now represent a major challenge for organisations. Despite improved technical functionality and reliability there are still project overruns, delays and sometimes downright failure. Research continues to show that between 30% and 70% of technology implementations either fail to meet their targeted benefits or stall and/or overrun. Problems are typically not related to the system or to technical issues surrounding the software but instead are often due to business related issues. One of the main reasons cited for this failure rate is that projects are usually managed from a technical perspective by Project Managers who are driven by milestones and deliverables but lack the necessary “soft skills” to deal effectively with the people side of change.
Bpm presentation
This document summarizes a research study that extends the Technology Acceptance Model (TAM) in the context of an Enterprise Resource Planning (ERP) system implementation. The study examines how shared beliefs in the benefits of the ERP system and two implementation success factors - training and project communication - impact the core TAM variables of perceived usefulness and perceived ease of use. The research model is tested using a survey of ERP users at a large organization. The results provide support that project communication and training affect shared beliefs in the ERP system's benefits, which in turn influence perceived usefulness and ease of use.
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Introduction to erp
An ERP system integrates various business processes like manufacturing, finance, distribution, and HR across an organization through a centralized database. It provides executives with comprehensive visibility into business operations to help make informed decisions. Implementing an ERP system requires significant planning and changes to staff workflows but results in improved productivity, speed, and information sharing through integrated processes. Challenges include limited customization, costs, and resistance to change from employees.
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Please read and discuss your observations Read the attached case study.pdf
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Read the attached case study on ERP implementation and discuss your observations. Abstract
The implementation of ERP systems in the organtzations is a complex process and a challenging
fask Various factors may affect ERP system inplementation leading to its stuccess or faifure in
the organization. The on-going case study affempied to understand how and why different
factors impeded successful ERP implementation in a public organisation that outsounced the
development and implementation of ERP system fo a multi-national softuare company. The case
study analysis explains that lack of consideration of certain factors such as top management
support, user involvement, wendor support, overlooking of change management aspects tumover
of vendors team member, thanseripasting of top management of beneficiary arganization affected
ERP systems implementation in the organization and the project nun over cost, behind schedule
and was umable fo meet user requirements. The findings are expected to provide valuable
guidelines to the orgamizations planning to implement ERP systems. Keywords: ERP Systems,
ERP System Implementation Success, User Involvement, Change Management, Case Stady.
Introdisction Organizations aro adopting Enterprise Resource Planning (ERP) systems to mect
the existing challenges of information era and for competitive advantages. ERP systems facilitate
organizations to get the key business processes to be automated and integrated. ERP systems
facilitate timely flow of information among different parts of the organization frecly which
consequently helps the managenent in making strategic decisions. ERP systems are integrated
enterprise wide systems that automate core enterprise activities such as human resources,
manufacturing. finance and supply chain management ete. to geberate and access information in
real time environment (Rasmy et al, 2005; Nah and Lau, 200I). Various factors relevant to ERP
implementation success or failure have been highlighted in the past research, however, mostly
the research has been carried out in developed countrics. (Moohebat et al., 2010). At present
developing countries are also taking keen interest to adopt ERP systems in their organizations, so
the factors that affocted ERP implementation in developed countries may also need to be studied
in the context of developing countries. A public sector organization in a developing country like
Pakistan was selected for conducting researeh study to explore the potential impediments of
suecessfal ERP implementation. This organization outsourced the development and
implementation of the ERP system. 289 The organization's major goal was to get its office
routine tasks to be automated as per business requirements of the organization. The name of the
public organization under study is not disclosed to maintain anonymity. This paper is organized
into four sections. The first discusses the relevant literature on ERP implementation,.
Understanding the Management of Change for ERP Implementation.pdf
Remember, Axolon ERP software UAE implementation is a journey and with the right change management approach, you can successfully steer your organization towards a more efficient and competitive future.
Consultants role in ERP implementations in SME
ERP implementation in SME. Factors affecting in implementation, Need for ERP in SME, ERP implementation strategies, functions of ERP consultant,
Erp implementation as a project
An ERP implementation project involves many complex phases and challenges to manage. The key phases include planning, gap analysis, configuration, testing, training, and post-implementation support. Some of the top challenges include the large project size, staffing issues, risk management, and organizational politics. Successful ERP implementations require strong executive support, focused project management, thorough testing and training, and change management to address resistance to the new system.
Presentation for SAP client
This document discusses critical issues and success factors for an ERP implementation. It identifies top management commitment, reengineering business processes, integration with other systems, selecting competent ERP consultants and employees, training, and maintaining employee morale as critical implementation concerns. The document emphasizes that ERP implementations require transforming business practices and culture through reengineering processes to conform with best practices in the ERP system. Top management must be actively involved and committed throughout the implementation process.
Super User Role Is Key To Post Implementation
The role of super users is important for providing ongoing support of ERP systems after implementation. As the front line contact for end users and the liaison between business and IT, super users help address user issues, provide feedback on system usage, and help the system evolve to meet changing business needs. Properly defining, staffing, and communicating the super user role is key to maximizing the benefits of an ERP system.
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ERP systems have become essential for businesses operating in today's complex global environment. However, there are several common myths surrounding ERP implementation in Nepal. One myth is that ERP will increase work and procedures, but properly implemented ERP can automate repetitive tasks to make work easier. Another myth is that ERP is too expensive, but customized and affordable ERP solutions are available from local developers. A third myth is that ERP is only for manufacturers, whereas ERP benefits all types of organizations.
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The document provides an in-depth analysis of SAP project management and implementation. It discusses key success factors, including properly defining roles and functions, having strong sponsorship, effective change management, and a good information policy. It analyzes the different roles needed such as leadership, business model definition, customization/parameters, documentation, training, and knowledge transfer. For each role, it discusses what types of internal or external resources are typically best suited to fill the positions. The overall analysis aims to help organizations approach SAP implementations and ongoing management successfully.
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Manufacturing Companies today are constantly in search for ways to achieve
better business performance and sustain competitive advantages through effective
deployment of resources and business processes. To improve business performance,
Manufacturing Companies require an efficient planning and control system that
synchronizes planning of all processes across the industry. Enterprise Resource
Planning (ERP) provides a centralized framework for all data and processes of an
industry. It integrates all aspects of a business from planning to inventory control,
manufacturing, sales, marketing, finance, customer service and human resources.
Manufacturing Companies undertake ERP implementations to achieve tangible
benefits including a significant return on investment. Accordingly the most common
benefit of Manufacturing Company is for an increase in response time due to better
availability of information. Another common benefit is increase in interaction across
the company, integration of business operations/processes, improved interaction with
customers, reduced direct operating and labour costs, reduced IT maintenance costs,
improved lead-time, improved inventory levels and improved interaction with
suppliers. A study was undertaken to assess impact of ERP as a Change Management
Tool in Manufacturing Companies. This article presents the key findings, conclusions
and suggestions.
Implementation of new information systems at sara petrochem and organisationa...
Sara Petrochem implemented a new ERP system to standardize processes and improve efficiency as the company expanded. However, several factors hindered a successful change process. The company selected existing managers as change agents without considering their leadership skills, and did not anticipate resistance from employees. Management prioritized a fast rollout over a phased approach and overlooked cultural issues, hoping the strong existing culture would ensure cooperation. This resulted in challenges during implementation and highlighted the difficulty of managing change in a large, bureaucratic organization.
Building the Digital HR Organization-pages
The document discusses how digital technologies are transforming HR and enabling the rise of "digital HR". Key points include:
- Mobile tools, analytics, social media and cloud/SaaS platforms allow HR to engage employees more and deliver services more flexibly.
- Technologies are driving the democratization of talent management by empowering employees and managers.
- HR can apply marketing techniques like customization and targeting to talent processes using technology.
- An integrated HR platform in the cloud provides data and tools to support digital HR capabilities.
- Case studies show how companies like Timken, Barry Callebaut are transforming HR with technologies.
Correlation Between Proper Training / Involvement and ERP Acceptance and the ...
This document discusses how training, involvement, ability, and willingness affect user acceptance and utilization of new ERP systems. It hypothesizes that:
1) Perceived ease of use of an ERP system will positively affect utilization.
2) Higher quality training will positively affect perceived ease of use.
3) Higher levels of involvement will positively affect perceived ease of use.
4) Ability and willingness moderate the relationships between training/involvement and perceived ease of use. The study will test these hypotheses through questionnaires and statistical analysis of ERP users.
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Change management in manufacturing implementing an erp system
An ERP project is a project of change. For it to be effective, however, organizational change must be expertly managed and communicated.
SAP and Change Management
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/sap-and-change-management/
As a “seasoned” Change Manager, I have been involved in many diverse projects focusing on managing the business aspect of technology implementations; e.g. ERP (SAP, Oracle, Microsoft Dynamics), Core Banking Systems, Business Intelligence, Case Working and Knowledge Management solutions, and the like.
To this day, I continue to be asked why is there a need to have involvement from a Change Manager, because a technology implementation “is what it is” and once implemented, the business should just be able to “get on and work with it.” But, it’s not quite as simple as that, because if you break down the impact of a technology implementation on a business, it would go something like this:
• It will change the way a business operates.
• Key stakeholders will want and need to be involved and communicated with.
• Processes will change.
• Organisation structures will change.
• The readiness of the business will need to be measured to ensure a smooth go-live.
• There will be a need to train and educate people in new ways of working.
• Business benefits as set out in the business case will need to be tracked.
• Once people gain competence with the new technology they should be encouraged to continuously improve ways of working into the future.
That sounds very simple, but actually it’s not, because all of these things involve people and they will need to have their expectations and perceptions managed.
Technology implementations aimed at making an organisation more efficient have become larger and more critical in recent years and now represent a major challenge for organisations. Despite improved technical functionality and reliability there are still project overruns, delays and sometimes downright failure. Research continues to show that between 30% and 70% of technology implementations either fail to meet their targeted benefits or stall and/or overrun. Problems are typically not related to the system or to technical issues surrounding the software but instead are often due to business related issues. One of the main reasons cited for this failure rate is that projects are usually managed from a technical perspective by Project Managers who are driven by milestones and deliverables but lack the necessary “soft skills” to deal effectively with the people side of change.
Bpm presentation
This document summarizes a research study that extends the Technology Acceptance Model (TAM) in the context of an Enterprise Resource Planning (ERP) system implementation. The study examines how shared beliefs in the benefits of the ERP system and two implementation success factors - training and project communication - impact the core TAM variables of perceived usefulness and perceived ease of use. The research model is tested using a survey of ERP users at a large organization. The results provide support that project communication and training affect shared beliefs in the ERP system's benefits, which in turn influence perceived usefulness and ease of use.
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ERP implementation is a significant undertaking that can revolutionize your organization's efficiency and productivity if done correctly. By following a well-structured approach, involving all stakeholders, and investing in training and support, you can navigate the waters of ERP implementation successfully. Remember that continuous improvement is crucial, and periodic reviews will help you make the most of your ERP investment. https://www.captivix.com/blog/erp-implementation-process/
Whitepaper: Integrating People and Technology
Tolero Solutions: Integrating People and Technology:
Enabling your people to successfully adopt
the use of new and emerging technologies.
Introduction to erp
An ERP system integrates various business processes like manufacturing, finance, distribution, and HR across an organization through a centralized database. It provides executives with comprehensive visibility into business operations to help make informed decisions. Implementing an ERP system requires significant planning and changes to staff workflows but results in improved productivity, speed, and information sharing through integrated processes. Challenges include limited customization, costs, and resistance to change from employees.
Do you know the best practices for implementing ERPNext (1).pdf
ERP implementation with superior support from our qualified team. We can help to transform your company's operations and business performance.
Please read and discuss your observations Read the attached case study.pdf
Please read and discuss your observations
Read the attached case study on ERP implementation and discuss your observations. Abstract
The implementation of ERP systems in the organtzations is a complex process and a challenging
fask Various factors may affect ERP system inplementation leading to its stuccess or faifure in
the organization. The on-going case study affempied to understand how and why different
factors impeded successful ERP implementation in a public organisation that outsounced the
development and implementation of ERP system fo a multi-national softuare company. The case
study analysis explains that lack of consideration of certain factors such as top management
support, user involvement, wendor support, overlooking of change management aspects tumover
of vendors team member, thanseripasting of top management of beneficiary arganization affected
ERP systems implementation in the organization and the project nun over cost, behind schedule
and was umable fo meet user requirements. The findings are expected to provide valuable
guidelines to the orgamizations planning to implement ERP systems. Keywords: ERP Systems,
ERP System Implementation Success, User Involvement, Change Management, Case Stady.
Introdisction Organizations aro adopting Enterprise Resource Planning (ERP) systems to mect
the existing challenges of information era and for competitive advantages. ERP systems facilitate
organizations to get the key business processes to be automated and integrated. ERP systems
facilitate timely flow of information among different parts of the organization frecly which
consequently helps the managenent in making strategic decisions. ERP systems are integrated
enterprise wide systems that automate core enterprise activities such as human resources,
manufacturing. finance and supply chain management ete. to geberate and access information in
real time environment (Rasmy et al, 2005; Nah and Lau, 200I). Various factors relevant to ERP
implementation success or failure have been highlighted in the past research, however, mostly
the research has been carried out in developed countrics. (Moohebat et al., 2010). At present
developing countries are also taking keen interest to adopt ERP systems in their organizations, so
the factors that affocted ERP implementation in developed countries may also need to be studied
in the context of developing countries. A public sector organization in a developing country like
Pakistan was selected for conducting researeh study to explore the potential impediments of
suecessfal ERP implementation. This organization outsourced the development and
implementation of the ERP system. 289 The organization's major goal was to get its office
routine tasks to be automated as per business requirements of the organization. The name of the
public organization under study is not disclosed to maintain anonymity. This paper is organized
into four sections. The first discusses the relevant literature on ERP implementation,.
Understanding the Management of Change for ERP Implementation.pdf
Remember, Axolon ERP software UAE implementation is a journey and with the right change management approach, you can successfully steer your organization towards a more efficient and competitive future.
Consultants role in ERP implementations in SME
ERP implementation in SME. Factors affecting in implementation, Need for ERP in SME, ERP implementation strategies, functions of ERP consultant,
Erp implementation as a project
An ERP implementation project involves many complex phases and challenges to manage. The key phases include planning, gap analysis, configuration, testing, training, and post-implementation support. Some of the top challenges include the large project size, staffing issues, risk management, and organizational politics. Successful ERP implementations require strong executive support, focused project management, thorough testing and training, and change management to address resistance to the new system.
Presentation for SAP client
This document discusses critical issues and success factors for an ERP implementation. It identifies top management commitment, reengineering business processes, integration with other systems, selecting competent ERP consultants and employees, training, and maintaining employee morale as critical implementation concerns. The document emphasizes that ERP implementations require transforming business practices and culture through reengineering processes to conform with best practices in the ERP system. Top management must be actively involved and committed throughout the implementation process.
Super User Role Is Key To Post Implementation
The role of super users is important for providing ongoing support of ERP systems after implementation. As the front line contact for end users and the liaison between business and IT, super users help address user issues, provide feedback on system usage, and help the system evolve to meet changing business needs. Properly defining, staffing, and communicating the super user role is key to maximizing the benefits of an ERP system.
ERP article
ERP systems have become essential for businesses operating in today's complex global environment. However, there are several common myths surrounding ERP implementation in Nepal. One myth is that ERP will increase work and procedures, but properly implemented ERP can automate repetitive tasks to make work easier. Another myth is that ERP is too expensive, but customized and affordable ERP solutions are available from local developers. A third myth is that ERP is only for manufacturers, whereas ERP benefits all types of organizations.
Project management e mconvt
The document provides an in-depth analysis of SAP project management and implementation. It discusses key success factors, including properly defining roles and functions, having strong sponsorship, effective change management, and a good information policy. It analyzes the different roles needed such as leadership, business model definition, customization/parameters, documentation, training, and knowledge transfer. For each role, it discusses what types of internal or external resources are typically best suited to fill the positions. The overall analysis aims to help organizations approach SAP implementations and ongoing management successfully.
Attain the ‘State of Readiness’ Before You Embark on Implementing New ERP Sol...
"Empowering businesses to achieve the 'State of Readiness' for seamless ERP transformation. 🚀 Navigate the complexities of implementing new ERP solutions with our expert insights and strategic guidance. 💡 Unlock the potential of your enterprise with informed decisions and proactive preparedness. Join us on the journey to ERP success! ✨
#ERPImplementation #BusinessTransformation #StateOfReadiness"
Jom 06 02_013
Manufacturing Companies today are constantly in search for ways to achieve
better business performance and sustain competitive advantages through effective
deployment of resources and business processes. To improve business performance,
Manufacturing Companies require an efficient planning and control system that
synchronizes planning of all processes across the industry. Enterprise Resource
Planning (ERP) provides a centralized framework for all data and processes of an
industry. It integrates all aspects of a business from planning to inventory control,
manufacturing, sales, marketing, finance, customer service and human resources.
Manufacturing Companies undertake ERP implementations to achieve tangible
benefits including a significant return on investment. Accordingly the most common
benefit of Manufacturing Company is for an increase in response time due to better
availability of information. Another common benefit is increase in interaction across
the company, integration of business operations/processes, improved interaction with
customers, reduced direct operating and labour costs, reduced IT maintenance costs,
improved lead-time, improved inventory levels and improved interaction with
suppliers. A study was undertaken to assess impact of ERP as a Change Management
Tool in Manufacturing Companies. This article presents the key findings, conclusions
and suggestions.
Implementation of new information systems at sara petrochem and organisationa...
Sara Petrochem implemented a new ERP system to standardize processes and improve efficiency as the company expanded. However, several factors hindered a successful change process. The company selected existing managers as change agents without considering their leadership skills, and did not anticipate resistance from employees. Management prioritized a fast rollout over a phased approach and overlooked cultural issues, hoping the strong existing culture would ensure cooperation. This resulted in challenges during implementation and highlighted the difficulty of managing change in a large, bureaucratic organization.
Building the Digital HR Organization-pages
The document discusses how digital technologies are transforming HR and enabling the rise of "digital HR". Key points include:
- Mobile tools, analytics, social media and cloud/SaaS platforms allow HR to engage employees more and deliver services more flexibly.
- Technologies are driving the democratization of talent management by empowering employees and managers.
- HR can apply marketing techniques like customization and targeting to talent processes using technology.
- An integrated HR platform in the cloud provides data and tools to support digital HR capabilities.
- Case studies show how companies like Timken, Barry Callebaut are transforming HR with technologies.
Correlation Between Proper Training / Involvement and ERP Acceptance and the ...
This document discusses how training, involvement, ability, and willingness affect user acceptance and utilization of new ERP systems. It hypothesizes that:
1) Perceived ease of use of an ERP system will positively affect utilization.
2) Higher quality training will positively affect perceived ease of use.
3) Higher levels of involvement will positively affect perceived ease of use.
4) Ability and willingness moderate the relationships between training/involvement and perceived ease of use. The study will test these hypotheses through questionnaires and statistical analysis of ERP users.
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Change management in manufacturing implementing an erp system
Change management in manufacturing implementing an erp system
Do you know the best practices for implementing ERPNext (1).pdf
Do you know the best practices for implementing ERPNext (1).pdf
Please read and discuss your observations Read the attached case study.pdf
Please read and discuss your observations Read the attached case study.pdf
Understanding the Management of Change for ERP Implementation.pdf
Understanding the Management of Change for ERP Implementation.pdf
Attain the ‘State of Readiness’ Before You Embark on Implementing New ERP Sol...
Attain the ‘State of Readiness’ Before You Embark on Implementing New ERP Sol...
Implementation of new information systems at sara petrochem and organisationa...
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Technology and change management
- 1. Technology and Change Management It isbelievedthatthere are differentERP systemsthatrelate toorganizational change management.It may be the giant SAPor Oracle or PeopleSoft,etc.The listisneverendingandbelieveme all the implementationsinclude the involvementof the topleaders,HRsharedservices,HRBusinessPartners, etc.But do you knowthatthe organizationsthatactuallyare involvedinimplementationsof ERP experience asignificantchange?Whatare the changesand how theycope upwiththese- Letussee. Learningthe newsystemisone of the major challengesforthe employeesof the organization. Whateverthe technology/systemsthe organizationadopts,theirsuccesswilldependontheiremployee because ultimatelyitistheiremployeeswhoare goingtoexecute the system.Sothe firstchange isthe change in attitude of the employeesandthereby the proactive stepsbythe leadershiptoimplement that change.Theycan do by propertraining,communicatingthe importance of the change inthe system and sharingtheirvision.ManystudiesonERPhas discoveredone common point:people dimensionis the most critical part inERP implementation. Why organizationschange theirERPmodule/element? –To increase theirproductivity,efficacy and efficiency.Suppose anorganizationwantstomove fromSAP tocloudplatformnamedSuccessFactors. What do youthink- whatwouldbe the expectation?The expectationmustbe tomove to a simplerand advanced version, secondlyitwillgive employees more flexibilityastheydon’thave toaccessonly when theyare intheiroffice,thirdlycosteffective andsoon.But these are justproswhat aboutcons? The cons are reluctance andresistance of overall existingsystem.Itisnotthat easyto transformthe strategiesandprocessof the overall business.Itwill alsoimpactthe performance of the employeesto workunderdynamicenvironment. Nowit’stime to lookonto the differentmethodstomanage the changes: Communicate effectively:Anorganizationshouldbuildtrustintheiremployeesaboutthe upcomingchangesandmake themfeel confident thatitactuallywill increasethe productivity. The change isgoodfor them. Change Readiness: Before makinganydecisionanorganizationfirstneedstoassesstheir readinessandassociatedriskstothe adoptionof technologies Designa projectimplementationplan:Anorganizationmustdesignaprojectimplementation planand alsoinclude the readinessof the employeestothe upcomingtechnology. Well- developedplans canhelporganizationslowerdeploymentcostand speedimplementation. Developachange managementmetrics:Ithelpsafterthe implementationof the ERPmodules to track if the progressinadoptionisasper planor not. Change managementmetrics include organizational alignment,acceptance orresistance to change,performance metricsforrealizing benefitsandcritical successfactorsthat directlycontribute ordetractfromprogram success. These metrics shouldbe tangible,measurable, demonstrable andrepeatable. Thisis howthe organizationmanage the changesafterERPimplementationand the businessis goingat a good pace.People are respondingtothe changespositivelyandthushave made iteasierforthe organizationforadopting the latestERP systems. - Achintya