The Implementation of OilCO and ExploreCO – Case Study Example
OilCO & ExploreCO: CASE STUDY Compare and contrast the implementation of OilCO and ExploreCO. What were the similarities and differences between the two implementations?
The companies realised the need for making fundamental changes in the business process to enhance the operations of their business functions. The companies did not undertake internal analysis of the business processes to ascertain the necessity for changing the processes. The implementation of the systems was undertaken on the basis of the changing trends within the industry. The organisations implemented the systems as a strategic positioning measure in seeking to ensure competitiveness within the industry. The strategic decisions which the organisations adopted were based on the industry changes which necessitated the transformation of the business processes utilised by the companies. The implementation approaches were all strategic options which sought to change the business operations for the companies.
The companies implemented ERP systems seeking to change the business processes and improve the functions of the business. The similarities in the implementation include the following
Implementation of ERP systems was undertaken as a measure for implementing strategic changes following changes within the industry.
There was limited consideration for the need to make internal analysis of the company processes to determine the elements which need fundamental transformations.
There were significant differences within the implementation process of the ERP system within the companies. These discrepancies resulted in the implementation results becoming different despite the implementation of the same system.
The ERP1 was implemented a part of the organisational restructuring process, while ERP2 was implemented as an upgrade of the existing system within the organisation.
While ERP1 resulted in failure and going beyond the budget provisions, ERP2 is within the range of the budget and the system suited the budget perfectly.
Why do you think the projects were successful? Was it the articulation of CSFs? Was it their strategy of minimal customization? Or something else? Explain
The feasibility study undertaken before the process of implementing the ERP system became the fundamental element which enhanced the successful implementation. After undertaking the feasibility study the companies appointed a project team which would be actively involved in the implementation process. The team would be involved in undertaking all the management aspects of the project implementation process. The assessment of the old system and implementation of the upgraded system enable the successful implementation of the project. The critical success factors which were identified and addressed became fundamental elements for enhancing the implementation process and consequently enabling successful implementation of the project. Identification and definition of the success factors was an essential aspect which enhanced the implementation. This process enabled the implementation challenges to be identified early for successful consideration. Effective articulation of the CSFs can be defined as fundamental source of success since they enabled the team to anticipate the implementation problems.
The implementation strategy included minimal customisation of the business processes in seeking to integrate them with the other business processes. Many of the business process involved in the previous systems were changed in seeking implement radical changes to the business processes. The systems were based on the organisational requirement for a complete transformation of the business process. This resulted in the process becoming totally different from the previous business processes, radically transforming the business processes. The fundamental purpose for the implementation of the systems was seeking to change the business processes. The successful implementation of the system became an indication of the changes which had been implemented.
What can we learn from this case? Also, provide suggestions for improvement
This case indicates the necessity for organisations to undertake feasibility studies before the implementations of the projects. Undertaking the internal analysis of the processes is essential in establishing the requirements which should be included within the project implementation. The analysis will enable the organisations to understand and establish the need requirements for the desired project. Making organisational changes requires an immense analysis of the internal processes to identify the weaknesses and strengths existing within the organisation. These analyses enable the involved stakeholders make informed decisions regarding the various elements which require changes, for successful improvement of the business operations. Despite the companies being related in the operations undertaken, the installation of the systems was approached different within the organisation. This seeks to ensure that organisation should rely on assessment of the organisational requirements in making decision regarding the processes which require transformation or radical changes.
The organisations can effectively implement different aspects of process improvement systems within their business functions. The organisations should consider internal factors in making system implementation decision as opposed to industry trends which could not be necessary. The implementation following industry trends is the significant cause of the failures experienced in the implementation process of the project (Thompson & Motiwalla, 2012). Analysis of the internal capabilities of the organisation can effectively determine the aspects which require changes and the capacities of the companies in funding the projects, and ensuring successful implementation of the process.
Thompson, L., & Motiwalla, J. (2012). Enterprise Systems for Management (2nd ed., p. 384). New York: Prentice Hall.