(IJCSIS) International Journal of Computer Science and Information Security,Vol. 11, No. 2, February 2013
Change management Strategies and Processes for thesuccessful ERP System Implementation: A ProposedModel
Abdullah Saad AL-Malaise AL-GhamdiDepartment of Information SystemsFaculty of Computing and Information TechnologyKing Abdul Aziz University
Recent advancement in information technology andbusiness development, the business organizations turned towardsthe adoption of advanced information technology systems fortheir organizational setup. Progression of technologies in businessenvironment has been observed in many organizations by theinitiation of enterprise resource planning (ERP) systemimplementation. ERP is business integrated information systemsoftware that attracts the attention of business organizations inorder to improve their business processes and achieve the
company’s goals. Almost all the ERP system implementation is
based on change management system, where the traditional/legacy system is completely replaced with the new and advancesystem. This paper will discuss the change management strategiesand processes for the success of ERP system implementation. Thepaper has proposed a model, change management strategies andprocesses for the successful ERP system implementation that willstrengthen the scope of the title of this paper.
Keywords-component; Change Management, IT, ERP, UserReaction, System, Implementation Process
Change management system is one of the most common andcritical success factors of ERP implementation (Aladwani,2001; Al-Mudimigh and Zairi, 2001; Schneider, 1999; Al-Mudimigh et al, 2001; Ngai et al, 2008; Nah et al, 2001;Alshamlam and Al-Mudimigh, 2011; Jing and Qiu, 2007). Dueto change management system the old/ legacy systems isreplaced with the new technologies and have more effectivethan the traditional systems. Although ERP systemimplementation is very expensive and high budget consuming but the success of its implementation enhance the efficiency of organizations. (Schneider, 1999) described that ERP projectsare often expensive and almost half of the ERP project failed toachieve the target of promised benefits. It is evident that ERPsystems implementation is based on the new technologies andcomplex in nature, so it is an intricate job for the potential usersto handle and operate the new system effectively. Therefore,the user objection towards the new system in ERPimplementation based on change management systems iscommon and observed almost everywhere.ERP system is the collection of several modules with asingle and integrated common database that help to integratethe business processes in the entire firm and also help to provide the main organizational behaviors in product andservices (Aladwani 2001). Change management system is asystem of tools, processes and principals that understanding theemployees behavior and organizational transition from onestate to another state throughout the ERP implementation for the success of an organization to achieve the goal (Al-Mudimigh and Zairi, 2001). ERP systems implementationchange the whole setup of an organization by implementing anew and advance system therefore it need to be manage verycarefully to achieve all the benefits of ERP systems (Al-Mudimigh et al, 2001). Therefore, it is required to introduce thechange management system to the user to avoid the resistanceof users towards the new system (Kemp and Low, 2008).II.
Change management for a successful ERP implementation isknown to be a significant factor (Jing and Qiu, 2007; Zhang etal, 2
003; Kuruppuarachchi et al, 2002; Masa’deh and
Altamony, 2012; Delone & McLean, 1992; Summer, 1999;Kemp and Low, 2008). From the literature it is clear thatchange management provide the user to introduce with the newsystem and avoid the user resistance towards the new system
and persuade the user behavior towards change (Masa’deh and
Altamony, 2012; Kemp and Low, 2008). To adopt the newsystem and get all the expected benefits, enterprise necessarilyneeded to use the change management strategies and process(Ahmed et al, 2006; Kim et al., 2005). (Ahmed et al, 2006)further explained based on (Summer, 1999) that failure to ERPimplementation observed in several companies due to noserious consideration on soft issues such as business processesand change management. Some researchers pointed out that insome organizations the employees and the management people
don’t want to implement the ERP system because they believe
that the traditional manual system is comfortable to themanagement and the employees (Kuruppuarachchi et al, 2002)so that the change management is having no values to beimplemented in the ERP system (Al-Nafjan and Al-Mudimigh,