i need 2 reples for those discissions each one 150 words plz;
this is the first discission What are the strategies required for the post-implementation of ERP?
Post-implementation success is a complex topic that can be defined from a variety of viewpoints, including organizational performance and ERP investment return. An organizations company is conducted utilizing an ERP system during the post-implementation phase, and the focus is naturally on reaping the systems benefits. According to Ippolito (2020), the 5 Essential ERP post-implementation strategies are
Conduct an ERP post-implementation review.
Document your business processes.
Create an ongoing training plan.
Align with your ERP partner.
Develop a process for continuous improvement.
The ES post-implementation change management technique and traditional engineering change management are compared in this methodology. An ES might be viewed as a complicated product in use within a company. As previously stated, the ES product is liable to change during the post-implementation phase owing to changing business requirements, new technology availability, or bug fixes. Enterprise Systems (ESs) are difficult to maintain because they contain a vast amount of interwoven and highly interrelated organizational data and duties. The proposed methodology received excellent feedback from experts. In the case of systems other than ERP, general design concepts for implementing the methodology have been derived. While existing ESs change management approaches aid in identifying the need for change, the suggested methodology aids in structuring the change process while also assisting in the effective completion of perfective maintenance tasks (Comuzzi & Parhizka, 2017).
Post-implementation usually begins after the ERP is operationalized and continues until the prior legacy systems are replaced with the new. When the post-implementation phase goes well, the ERP implementation has been deemed a success. Many studies have focused on ERP adoption and installation, while post-implementation evaluation has gotten less attention. Many studies judge ERP implementation success by whether the project is completed on schedule and on budget, but they overlook the ultimate aims of ERP installation, which are to create business value and improve business performance. Researchers have recently shifted their attention from ERP adoption and installation to the post-implementation period. These issues need to be resolved so that the company can realize the operational efficiency benefit and eventually the long-term strategic benefit of ERP implementation (Mahendrawathi et al., 2018).
2- How Change management facilitates of the post-implementation period?
Change management has gained traction in the workplace in recent years. In todays environment, change is unavoidable if businesses are to prosper. And, when it does happen, it must be handled professionally. Over the course of five years, more than two out of every three enterprises go through four major transformations. It is more crucial than ever to be able to effectively handle these changes, as the number is expected to rise even more in future years. Despite the increase in the number of projects, 70% of all change management initiatives will most certainly fail. The technique of systematically managing how well people accept and adopt organizational changes is known as change management. It is all about making sure your staff believe in and support the changes your company makes. When change management is done right, it benefits both your company and your people. What if you could make sure that each of your projects accomplished all your goals? It sounds too good to be true, but it is not (Sumitani, 2020)
Change can be challenging. With good change management, though, your employees are more likely to support their efforts while remaining engaged and productive at work. According to research, having strong change management skills increases your chances of meeting your goals by six times. It is one of the most important determinants of success, and it has an impact on your staff.
this is the second discission
In terms of change implementation at design time, the impact analysis assesses the effort associated with various change implementation methodologies. These are based on the authors preliminary empirical investigation of the work necessary to modify specific levels of an ERP system using different implementation methodologies reported in the literature. Based on the ERP taxonomy, several approaches to implementing the identified improvements are offered.
Big bang In this method, also known as the single-step method, all users are transferred to the new system simultaneously. You must have completed all configuration, testing, and training for the new system by the go-live date.
Phased rollout With a phased approach, features, tools, and components are deployed over a more extended period, which could be weeks or months. This method is perhaps less dangerous than the big-bang strategy. It also allows the organization to prioritize fast wins—the functions that provide the most immediate benefits—and use the lessons learned from the initial deployment phases to improve the process in succeeding stages.
Parallel adoption This technique allows the company to use its legacy systems alongside the new ERP for a set period. Because you may revert to the legacy system if you run into problems, this is often thought to be the least hazardous solution. Because of this safety net, several businesses employ this method for mission-critical functions that must be operational. This method may also make it easier for some people to gradually acclimatize to the new system. On the other hand, parallel adoption can be costly because it necessitates additional staff time and resources to keep two systems operating at the same time. On the other hand, similar adoption has its own set of risks The chances of making an error are doubled when data is entered twice into two different systems.
Hybrid As the name suggests, this strategy incorporates aspects of the previous methods.
For example, a firm might use a big-bang strategy to turn on basic ERP modules, then phase in other modules to specific locations or departments. Caldwell (2020).
Post-implementation modifications to ES require change management. The suggested methodology specifies a series of artifacts to aid in the various stages of change impact analysis and a set of mechanisms to evaluate the impact of a proposed change. The concept has been applied to ERP systems and included in a decision-making tool tested in the field by ERP specialists. The suggested methodology is the first, utilizing a constructivist approach to address the practical difficulties of large-scale ES installation post-implementation change management. The methods given can be expanded in numerous ways. Other instantiations for various sorts of ES, such as PLM or CRM, should be created and evaluated. Comuzzi. (2017).