ERP implementation process, personnel deployment.
ERP implementation process, we should involve the participation of staff from every department. At this time, for information on how the department head, personnel of other departments to mobilize business becomes very important. First, the important stage of the personnel arrangement of responsibilities to open the project workshop, senior leaders must participate in, staff mobility and arrangements need to business leaders in recognition and affirmation. Deal with other business relationship between the department heads to let them know what ERP can give their departments.

There must be the operator has to resist emotional psychological preparation.
Any one of the new system on-line operational processes are one of the original update operation of inertia caused some people do not want to use the new system, the old say that it was done everything he was doing this thing, some people will say, "this will only increase the operational complexity , what's the use? "This is the system on-line will be encountered in larger things. Therefore, the coordination of the implementation side, enterprise project team processes operating timely guidance to employees to resolve their worries.

Stage briefing with the leadership of the difficult things to solve the coordination of senior leadership.
ERP implementation is a relatively complex and long-term phased process, a timely report on the implementation of results, as well as what problems to solve. Do not wait until the acceptance stage, the leadership did not know what it has done, and then gradually got to know one by one. Important issue multi-coordinate the implementation of the project managers and business leaders to discuss the decision.

There must be switched system, immediately on-line determination.
For the old system, the enterprise has, ERP has become the new system on-line a major difficulty: the operator still believe that the old system, the new system's data can only cope with the new and old systems in parallel is always a period of time, has been reluctant to switch. The new and old systems in parallel are the system just transitional phase on the line, but the delay does not disable the old system, the use of the new system is not seriously checked the data will also be a big trouble. Therefore, the pinch quasi-time point, immediately switching system.

The project has in mind the root rope inspection.
For a project's success and acceptance, and information managers have been more play a very important role. Information in charge of their own time to have a clear acceptance criteria, one should not expect to lead a high standard, as has been raised this issue; 2 not to the business objectives of the idealized standards, and operational needs of individual operators to standard. This is not say that no matter their needs, but acceptance should not use these as the standard, otherwise the confidence in the business side will be in charge of implementing the requirements of side. Acceptance criteria should be based on: Business as a whole on-line, operational staff to operate the normal flow of business. In addition to side several times with the implementation of the communication, more concerned about some of the problems could be incorporated into the issue and acceptance comb up. In short, ERP can deliver much benefit in the end, not on-line can be seen out of things, depends on the use of increasingly found in business and solve problems, gradually optimize the process.