Introduction:

An enterprise resource planning (ERP) system is typically defined as a packaged business software system that facilitates a corporation to manage the efficient and effective use of resources (materials, human resources, finance, etc.) by providing a total integrated solution for the organizations information-processing requests, through a process-oriented view consistent across the company (Nah et al., 2001). Many benefits have been mentioned by researchers and practitioners. ERP systems can potentially allow a company to manage its business better with potential benefits of improved process flow, better data analysis, higher quality data for decision making, reduced inventories, improved coordination throughout the supply chain, and better customer service (Gattiker and Goodhue, 2005). The ERP system is perhaps the single largest IT investment an organization can make (Teltumbde, 2000). Therefore, it is important to understand which factors contribute to the occurrence of problems and identify ways to overcome them.

What is ERP:
Business Process Reengineering is defined by Hammer and Champy (1993) as the fundamental rethinking and radical redesign of business processes. Yusuf et al. (2004) suggested that to take full advantage of ERP software, BPR is a prerequisite. Most organizations that implement ERP are not expected to have processes and structures that are well matched with the structure, tools, and types of information provided by the ERP system; for this reason, it is expected that organizations implementing ERP will have to reengineer, at a minimum, their main processes, to sustain the requirements of the ERP system (Dezdar and Ainin, 2011). In many cases, the ERP software is either customized to fit the organizations needs better or the organization must change its business processes to match the system (Bradford and Florin, 2003) Nah et al. (2003) argue that, as far as possible, the software should not be modified. It is the business that has to be changed and not the other way around. Muscatello and Chen (2008) support this line of argument

and declare that organizations should be willing to change their businesses to fit the ERP software in order to minimize the degree of customization needed. In Composing team for ERP implementation, companies appeared to be better off employing a smaller team that interacted as needed with the other staff which is associated with implementation time, quality, and cost for implementation, instead of large team based representation from each department (Snider, Silveria and Balakrishnana, (2009). This finding appears to be at least partially supported by the view in Akkermans and van Helden (2002), Gattiker (2002) and Poba-Nzaou et al. (2008) that end-user involvement is a CSF, although the issue of team size per se has apparently not been addressed in the past. Project management for implementing ERP system deals with diverse facets of the ERP project, such as planning, organization, information system purchase, employee selection, and monitoring of software implementation (Al-Mudimigh et al., 2001). Zhang et al. (2005) suggest that ERP PRM has five major parts: a formal implementation plan, a realistic time frame, periodic project status meetings, an effective project leader who is also a champion, and project team members who are stakeholders. Strong PRM is critical for ERP projects, including assigning responsibilities, controlling the scope, and defining and evaluating project milestones to avoid schedule and cost overruns. Nah et al. (2003) argue that the PRM process, which includes defining the scope, time and specification, is essential to ensure project success. Moreover, it involves not only the planning stages, but also the allocation of responsibilities to various players, the definition of milestones and critical paths, training and human resource planning, and finally the determination of measures of success (Nah et al., 2003). An important factor influencing ERP implementation is selecting the right project team and project manager. An ERP implementation project needs the cooperation of all departments within the organization. Accordingly, team composition and teamwork among the implementer and vendor/consultant are important, as emphasized by Nah and Delgado (2006). Huang et al. (2004) concluded that the team and its ability to work within the guidelines of a plan, communicate effectively, and work together are essential for the success of ERP implementation. Team members should be technologically competent, understand the organization and its business and come from the departments affected by the system. The ERP team should contain the best people in the organization and be cross-functional to reflect the cross-functional nature

of ERP systems (Nah et al., 2007). Also important to ERP project success is the appointment of a project manager with the essential skills and authority. ERP project managers must have both strategic and tactical PRM qualifications. The project manager should be a high-level executive sponsor who has the power to set goals and legitimize change (Zhang et al., 2005). The members of the ERP team should be expert in the organizations processes as well as familiar with the best business practices in the industry (Nah et al., 2003). It is also important that organizations empower the team to make rational decisions. . In addition, the team members should only focus on the project and it should be their top priority (Nah et al., 2007). Consultants play a major part in the ERP implementation challenge, since they have the technical knowledge and expertise to assist users in filling the unavoidable knowledge gab that derives from implementing a new ERP system (Maditinos, Chatzoudes and Tsairidis, (2011)). Under that logic, the consulting process becomes a necessity for any company that is willing to implement an ERP system (Freeman and Dart, 1993; Wang and Chen, 2006). The solutions that consultants offer during and after the configuration of the ERP system directly influence the effectiveness of the implemented ERP, independent of their interactions with their client (Wang and Chen, 2006). The more extended the consultant support is, the more successful the transfer of knowledge to the adopting company will be (Bessant and Rush, 1995; Wang et al., 2007) The consulting process that takes place during and after the implementation of an ERP system is of vital significance for every company (Wang and Chen, 2006). The following paragraphs discuss the three main factors that relate to the ERP consulting process: communication effectiveness (Bloomfield and Danieli, 1995; Wang and Chen, 2006); conflict resolution (King, 2005; Robey et al., 1993; Wang and Chen, 2006); and knowledge transfer (Wang et al., 2007), as well as their effect on ERP system effective implementation. Effective communication is a strong foundation of a trustworthy relationship between external consultants and organizational members (Attewell, 1992). Insufficient communication of users needs, goals and aspirations to the consultants may undermine the implementation of the ERP system (Fleck, 1993; Wang and Chen, 2006). The implementation of an ERP system is a time-consuming process. During that process certain conflicts may occur between users and consultants (King, 2005). Such conflicts will possibly affect in an adverse way the output of the consultant-client relationship (McGivern, 1983).

However, the emergence of disagreements during the implementation period should not be considered as a negative turn in the cooperation, but rather as a common incident during a longlasting collaboration (Green, 1998). Effective management of conflicts may lead in an enhanced level of information exchange and group work, thus, improving the implementation of the ERP system (Scott and Kindle, 2000). Knowledge transfer in the ERP consulting process can be described as a gradual procedure in which knowledge is being transferred from external consultants and vendors to the internal environment of the company (Wang et al., 2007). Top management support describes the extent to which executive managers of the adopting firm provide the attention, resources, and authority required for ERP implementation (Wang and Chen, 2006). Top management support is a prerequisite for the successful ERP system implementation. Top managers supervise the whole implementation procedure, enable resource distribution, and support conflict management (Wang and Chen, 2006). Moreover, top management has the responsibility to align the new ERP system with the current business practices and prepare the employees for the change brought by the new technology. When top management works closely with various ERP users in the direction of the successful implementation of the ERP system, the communication between business groups is being enhanced and conflict resolution becomes attainable (Thong et al., 1996; Thong, 2001) User support refers to the psychological state of business users toward the changes caused by the implemented ERP system, as well as toward the use of the system for performing their tasks (Wang and Chen, 2006). The users of an ERP system are usually the ones required to adjust their daily working practices to the new systems requirements. Apparently, becoming familiar with a new ERP system is not an easy task and involves hard working and patience from the part of users (McLachlin, 1999; Soh et al., 2000; Wang and Chen, 2006). A strong user support towards the implemented ERP system will lead to enhanced knowledge transfer inside the adopting organization (Boynton et al., 1994; Cohen and Levinthal, 1990).

Conclusion:
Identifying factors leading to success or failure of ERP systems is of increasing importance (Haines and Goodhue, 2003). From a practical point of view, understanding the determinants of ERP implementation will be of benefit to both adopting companies and software vendors. Decision makers will be able to formulate better strategies to enhance ERP implementation, while vendors will build ERP products that satisfy their customers, and, therefore, they can make more profit.

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