Certain ERP software vendors set up their own ERP implementation methods
Some small-scale ERP software vendors did not fully understand the implementation methodology and project management role and status, and even that the ERP implementation and project management concept. There are also certain ERP software vendors set up their own ERP implementation methods, but due to lack of internal training and implementation of a lack of experts for the project implementation in the process of key business activities are not implemented, in particular the old and new business processes of enterprises lack of detailed comparison of description, ERP implementation is to become a major software technical support, just for the ERP software, configuration, data initialization, on-line such as the follow-up phase of the life cycle of processing, resulting in the implementation of the project into the software, but has not addressed the management of change, an increased risk of the implementation of the slightest mistake led to the failure of ERP projects.
           
ERP software vendors, providing business process reengineering consulting firms, government departments should provide ERP services and promoting third-party providers have supervisory oversight from their own perspectives and experience in ERP implementation of the recommendations, but the enterprises have not fully see the specific implementation cycle so that enterprises can not in-depth knowledge of specific ERP implementation methods and specific implementation activities.
By understanding the Indian and foreign ERP implementation methods in different lines, different sizes of the use of results, compare ERP software companies and foreign ERP implementation methodology and project management methods, this paper introduces the ERP implementation of Capability Maturity Model to segment the predictability of ERP implementation may be planning to break the mystery of ERP implementation to promote the enterprises to strengthen and ERP software companies and management consulting firm co-operation, enabling enterprises to adopt project management methods and project monitoring mechanism to complete the project on schedule.

SW-CMM model transplanted into the ERP implementation feasibility analysis
McDonald's contribution to the world is not only hamburgers, but its founders, the Ford Motor Company's high-volume water production from manufacturing to introduce to the catering and service. The United States in 1987, Software Engineering Institute at Carnegie Mellon University, advocated by the software capacity maturity model SW-CMM (Capability Maturity Model for Software) put the standardization of mass production mode of water introduced into the software from the services sector, manufacturing industry, which Handles like a software development workshop into a standardized production. SW-CMM model of the process capabilities of the software for software development and production process itself transparent, standardized and operation of compulsory, capacity maturity means that results can be repeated, which is due to corporate bodies to adopt a mature software process, to pay efforts that can be verified.

As the ERP implementation is a software development, management consulting, corporate change such as the production of intellectual activity, the same can be single mode of production through small-batch production process standardization and quality control to production capacity. That is, can be achieved by ERP implementation process transparent, standardized and operation of the mandatory implementation of the results to be repeatable. In previous years, the 30 enterprises inspected ERP implementation based on the induction process, and now propose the implementation of India's enterprises ERP Capability Maturity Model for ERP-CMM (Capability Maturity Model for Enterprise Resource Planning Implementation). The ERP implementation process of the implementation capacity can be achieved through the implementation of mature processes, verifiable implementation of efforts to achieve the expected results, but also the implementation of the key areas of activity during the quality control of the different shades of grading and assessment of the implementation of the ERP.