Global Journal of Computer Science and Technology, G: Interdisciplinary, Volume 23 Issue 1

© 2023 Global Journals Global Journal of Computer Science and Technology Volume XXIII Issue I Version I 30 ( ) Year 2023 G business processes and training users, but also changing the overall culture of the organization. The organization, for example, is receptive to new technologies and support systems (Hwang, et al., 2015). Communication is also important in management when attempting to reduce opposition to change in any organizational situation (Dezdar & Ainin, 2011). Furthermore, efficient company-wide communication is dependent on cross-functional and interdepartmental cooperation, which assures ERP implementation success (Chen, et al., 2009). According to Motwani, et al. (2005), a company that encourages its employees to participate actively in the workplace is more likely to succeed. A corporation that implements open communication is more successful than one that does not. Furthermore, it was emphasized the necessity of open communication when sharing information about ERP system changes and continuing updates (Motwani, et al., 2005). When deploying an ERP system, cross- functional and interdepartmental cooperation is critical, as is having strong company-wide communication (Chen, et al., 2009). It was claimed that communication is a crucial technique for managers to use when attempting to overcome employee resistance to change (Dezdar & Sulaiman, 2009). Furthermore, according to a slew of studies, a phased strategy is better for implementation because it allows the organization to make changes in the event of unforeseeable circumstances. As a result, it is also argued that the implementation strategy's flexibility has a significant impact on ERP implementation success (Saini, et al., 2013; Scott & Vessey, 2000). According to Mandal and Gunasekaran (2004), this is the most important CSF for a successful ERP implementation from the perspective of a top manager. Several questions must be answered to create a well-functioning implementation strategy: what are the particular information demands at the operational and management levels, how will the ERP system interact with the existing system, and what is the implementation schedule? By answering these questions, a company can develop a plan that will increase its chances of success by 90% when compared to companies which do not have one (Mandal & Gunasekaran, 2003). Many academics support a phased implementation because it allows the organization to make changes to the timeframe if unexpected occurrences occur (Mandal & Gunasekaran, 2003; Scott & Vessey, 2000; Saini, Nigam, & Misra, 2013). Scott and Vessey (2000), use FoxMeyer and their disastrous SAP R/3 implementation as an example. They claim that FoxMeyer would have had a better chance of success if they had been able to change their implementation technique (Scott & Vessey, 2000). Several authors stress the significance of thorough testing to avoid as many unexpected events as possible. Testing and creating a plan, according to Gargeya and Brady (2005), is an essential part of the implementation process, and Collett (1999) agrees with Mandal and Gunasekaran (2004), that doing so dramatically increases the chances of success. According to Somers and Nelson (2004), training and education are essential for establishing an ERP system. A lack of user training and a misunderstanding of the corporate applications appear to be the root of many ERP implementation failures. ERP implementations demand a massive amount of data for people to solve problems that may occur inside the system's architecture. If employees don't understand how the system works, they will develop their own processes by removing bits of the system that they can modify, according to Umble et al. (2003). User training should begin far before the implementation process begins to ensure success (Umble et al., 2003). One of the most important items to consider when planning for a new system is user education and training programs, which, along with other criteria, are necessary ingredients for successful implementation (Mabert et al., 2003). Executives usually misjudge the level of knowledge and training required to establish an ERP system, as well as the associated costs; thus, top management engagement is crucial, as previously indicated (Zabjek et al., 2009; Sarker & Lee, 2003; Nah et al., 2003; Mabert et al., 2003; Umble et al., 2003). Executives must be able to estimate the amount of training and education required to reap the full benefits of the deployed technology (Motwani et al., 2002; Aladwani, 2001). According to Cobert and Finney (2007), training and education can be used to improve user acceptability of the project and develop a positive employee attitude. Nah et al. (2007) expands on this idea, arguing that education should be a priority from the outset of the project, with both money and time spent on various forms of teaching and training. As a result, the organization aids system users in comprehending the benefits and necessity of the new ERP system, as well as how the system will alter business procedures (Motiwalla & Thompson, 2012; Somers & Nelson, 2004; Nah et al., 2007). Employees are typically expected to be able to efficiently administer and operate the new system based only on their educational background. However, for a substantial part of the learning process, Umble et al. (2003) emphasizes the need of hands-on experience in real-world circumstances. Furthermore, it has been argued that user training and education is critical to a successful ERP adoption because training and development will allow for a smooth transition (Noudoostbeni, et al., 2010). Apart from training and development, a strong competent core team of qualified implementation team is essential for the ERP implementation to run smoothly. Critical Success Factors of Remote ERP Implementation: From System Users’ Perspective