Change is a necessary by-product when implementing an ERP system.

The cost of change can be high if not managed effectively.  Project success depends on it. Quite often the decision to change, update or enhance systems is made by management. This can make the end users, those who will be using the system day to day, nervous and sometimes concerned about their role within the business and at its worst could lead to internal resistance and project negativity.

It’s human nature to resist change. Humans are wired that way. Though the software industry is forever changing and to stay ahead of the pack, change has a vital place in business.

Project success can be compromised if the project subject matter experts and parties involved are not informed about the reasons for change and how they and the business will positively benefit from change.

EBS monitors and promotes effective change management through communication plans, constant contact, and weekly project status meetings. Together, these play a vital role in the successful implementation of new systems by keeping all parties (internally and externally) up to date.

After all, the systems are only effective when you have ownership and ‘buy-in’ from the people who use it.