Successful Implementation of Enterprise Resource Planning

Employee Individual Training at Brewton Enterprises
A Schedule of Activities for Training and to Conduct The Training
Most businesses make a common mistake of assuming that ERP implementation is just one of those projects meant for the IT department. The truth is that an ERP implementation is a major change that affects the entire business organization and the key to this transition is proper preparation. Before the roll-out phase, Brewton Enterprises, Inc. must engage in several critical activities to prepare the people for the system overhaul. The following schedule of activities will help prepare for successful training and implementation of the ERP solution.
Firstly, Brewton Enterprises’ management should create internal project ownership. The new software is expected to affect nearly all functional business areas. In essence, all the employees from top leadership to management to lower level staff will be involved in the implementation process (Brady Monk & Wagner, 2011). For this reason, the company should start by establishing an internal team, which will have the authority and influence to acquire buy-in from the rest of the company.
The next step will involve the development of metrics for measuring success. ERP solutions are deployed to improve processes and key performance indicators (KPIs) like lower costs and greater efficacy. However, if the company fails to determine this at the very start of the project, then, it would be impossible to tell if actually the project achieved its intended goals (Sankar & Rau, 2006).
The final activity involves ensuring the business focuses on the ERP implementation. The implementation of ERP is a partnership between Brewton Enterprises and the vendor. In fact, the company cannot take off its hands from the wheel completely. This project is not just about buying and installing a new software solution; it is a complete systemic overhaul expected to affect the core operational and functional areas. Therefore, Brewton Enterprises should direct adequate staff towards the daily implementation of the solution.
Resources Needed for Training for Each of Brewton's Locations
For a company-wide project like this one, Brewton Enterprises must collaborate with the vendor to come up with the software and hardware components needed. This change requires a significant amount of hardware components, cooling systems, and dedicated servers. Licenses and the software are equally crucial resources (Brady Monk & Wagner, 2011). Additionally, the vendor must suggest robust servers to operate the software to enable it to work efficiently.
Brewton Enterprises will deploy a robust training method. Although there are different methods for conducting employee training, the company must determine which approach is the most effective. The company will combine instructor-led, job-based and self-learning training methods to achieve maximum advantages. Job-based training will divide the staff into groups according to their job positions and roles. Each group will receive targeted training based on their day-to-day tasks. For instance, Brewton Enterprises will group the end users according to their departments like marketing, sales, HR, and finance. These groups will receive targeted training focusing on the modules and concepts relevant to their day-to-day work (Sankar & Rau, 2006). Under the instructor-led method, the company will encourage staff to get out of their day-to-day work and attend class-like sessions to improve their skills. As learners, they will ask questions and learn from each other hence making it a collaborative learning process. Using the self-learning approach, Brewton Enterprises will encourage employees to navigate through the ERP software, exploring it by using manuals which will be issued by the vendor. This method is cost-effective and time-saving but the manuals must be detailed.
How to Organize to Provide Training and Keep the Business Operating.
This project is all about introducing a new technological platform to upgrade the current systems and processes to achieve improved business results. Though technology is the basis, without the employees, this change cannot happen. Therefore, there should be proper training at all levels. The core topic of the training will be about the change and its collective advantages. The training will be offered at three levels to avoid interfering with the smooth running of the business: the top executives, functional leaders, and end users.
Normally, the top executives are the ones who initiate and approve projects of such a magnitude. But, their responsibility is not just giving the go-ahead to a project. Lack of leader support and involvement in a change project is the main reason for project failure. Therefore, the training for this group must include an overview of the ERP solution, its limitations, implications, and risks involved (Brady Monk & Wagner, 2011).
Training for the functional leaders will cover areas such as an overview of the ERP software, data transaction and security issues and the advantages of implementing ERP. Then, these functional leaders will mentor and guide the end users and hence will be the key change agents (Sankar & Rau, 2006). Their involvement and support cannot be ignored since they will ensure other members embrace the change willingly.
End-user training will include topics such as the changes in responsibilities, the relevance of the project and benefits to the company and individual employees alike. The end users will also be trained individually according to their roles and responsibilities (Brady Monk & Wagner, 2011). It is expected that all of them must change how they do their tasks, adjust to new processes and start using a new technology.


References
Brady, J. A., Monk, E. F., & Wagner, B. J. (2011). Concepts in enterprise resource planning. Boston: Course Technology.
Sankar, C. S., & Rau, K.-H. (2006). Implementation strategies for SAP R/3 in a multinational organization: Lessons from a real-world case study. Norwood Mass: Books24x7.com.