ERP implementation{A tool or instrument used in doing work} is a very important task for every company. first every company study on wheater their company implement an enterprise system. how to linking enterprise systems to strategy{The science and art of using all the forces of a nation to execute approved plans as effectively as possible during peace or war} and organization. every company must know what is the erp implementation life cycle. there are many implementation methodology{The science and art of using all the forces of a nation to execute approved plans as effectively as possible during peace or war}. there are many hidden costs in implementation. very good organizing requried for the implementation. there is very important role of vendors{One that sells or vends}, consultants{One who gives expert or professional advice} and user role in the erp implementation. there must be very good project management and monitoring system for the implementation otherwise there will be many issues come in the time of implementation. Most organizations create implementation project offices and appoint project managers with the assumption that the project will end and life will go back to normal. It will not. What the organizations need is not a project office, but a new organizational structure that" reflects the ongoing need for ERP related activity. 'Sponsorship' is one example of the need. Many companies appoint senior One solution is to create a hybrid role that oversees change in processes, systems and information. There are not many of these around, but they are not unprecedented. Another solution is that CIOs can oversee long term ERP change, but the problem here is that the CIO should be ready to take on responsibilities that are far behind his normal technology related issues.
Of course, there are other organizational implications of these systems. A substantial support capability will have to be created; injecting more people into the existing EDP/IS/IT departments can do this. More important, the long-term use of ERP could change the broader organization in terms of its structure and function. For example, the employees who are involved in the business of recording, analyzing and producing reports may no longer be needed, or the number of managers needed can go down after the ERP implementation, or the organization can become flatter. The organizational restructuring at that level is any way the responsibility of the top management and not that of the ERP chief.
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