Relevant bibliographies by topics / ERP implementation projects

Academic literature on the topic 'ERP implementation projects'

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Published: 10 December 2022
Last updated: 28 January 2023

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Journal articles on the topic "ERP implementation projects"

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Parr, Anne, and Graeme Shanks. "A model of ERP project implementation." Journal of Information Technology 15, no. 4 (December 2000): 289–303. http://dx.doi.org/10.1177/026839620001500405.

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Problems with the implementation of ERP systems are well documented. Although companies spend millions on ERP packages and the implementation process, there is extensive evidence that they experience considerable problems, particularly during the actual implementation project. This paper presents a project phase model (PPM) of ERP implementation projects that is a synthesis of existing ERP implementation process models and focuses on the implementation project. Two case studies of ERP implementation within the same organization, one unsuccessful and a later successful one, are reported and analysed in order to determine which critical success factors (CSFs) are necessary within each phase of the PPM. The CSFs are drawn from an earlier stage of this research and from recent literature. The PPM is used as a ‘lens’ for understanding ERP implementation projects, by highlighting the differences between the two cases. We then offer an explanation for these differences, focusing particularly on the successful case. Firstly, the organizational learning that occurred during the unsuccessful project and the associated early appointment of an experienced ‘champion’ with clearly defined responsibilities were critical to the successful project. Secondly, organizations implementing ERP systems should partition large projects into several smaller, simpler projects identified here as ‘vanilla’ implementations. The PPM, together with associated CSFs, provides guidance for practitioners when planning ERP implementation projects and also provides researchers with a foundation for further empirical research.
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Dezdar, Shahin. "ERP Implementation Projects in Asian Countries." International Journal of Information Technology Project Management 8, no. 3 (July 2017): 52–68. http://dx.doi.org/10.4018/ijitpm.2017070104.

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This research studies critical success factors that influence the ERP implementation project in a Middle-Eastern country, namely Iran and compares the results with findings in a country in East Asia, namely China. A survey questionnaire was distributed to Iranian organizations with ERP systems. A total of 384 responses were collected and analysed using the Structural Equation Modelling. Findings are then compared, with the enterprises of China, to check for the similarities & differences. The outcomes showed that ERP implementation success in Iran is influenced by Top Management Support, Project Management Program, Organizational Culture, User Education & Training, ERP User Involvement, ERP User Characteristics, ERP Software Suitability, ERP Information Quality, ERP System Quality, ERP Vendor Quality. The central aim of the current research is to understand the most significant factors of ERP project success that help adopting companies to realize the benefits of ERP implementation.
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Janssens, Guy, Rob Kusters, and Fred Heemstra. "Sizing ERP Implementation Projects." International Journal of Enterprise Information Systems 4, no. 3 (July 2008): 25–47. http://dx.doi.org/10.4018/jeis.2008070103.

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Elbanna, Amany R. "Strategic Systems Implementation: Diffusion through Drift." Journal of Information Technology 23, no. 2 (June 2008): 89–96. http://dx.doi.org/10.1057/palgrave.jit.2000130.

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The adoption of Enterprise Resource Planning (ERP) systems follows various paths in organisations and achieves diverse results. The traditional models of diffusion of innovation applied in information systems are not sufficient to explain such variations in adoption. This study examines the process of drift in an ERP project to answer the questions of how and why drift tends to occur in such projects. It applies Actor Network Theory to interpret the data. This analytical lens reveals that a software implementation project's fate depends on each move it takes and each party involved in handling that move. Every handling of the project by different parties could present either a positive modality (that strengthens it and pushes it forward on its track) or a negative modality (that weakens its initial form and drags it onto a different direction). The study provides an alternative view of diffusion, and an explanation of drift in the ERP case that could be extended to other technological projects. It invites practitioners to monitor the various movements of their projects and to allow strategic drift in order to achieve a successful implementation.
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Lakshmanan, Srinivasan, S. Edmund Christopher, and D. Kinslin. "An Empirical Analysis on Critical Success Factors for Enterprise Resource Planning (ERP) Implementation in Automobile Auxiliary Industries." International Journal of Engineering & Technology 7, no. 3.27 (August 15, 2018): 447. http://dx.doi.org/10.14419/ijet.v7i3.27.17995.

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The aim of this study is to investigate Critical Success Factors (CSFs) for Enterprise Resource Planning (ERP) Implementation in Automobile Ancillary Industries (AAIs). Therefore. An in-depth and systematic literature review is done to find out the existing reviews of CSFs. Based on the review, several Discussions, Interviews and Benchmarking with experienced ERP consultants and Project management team with ERP implementations in AAIs. Thus, we showed that all factors found in the literature also affected the success of ERP projects in AAIs. CSFs Training and development, Top Management Support and commitment and Project Management, Advanced Hardware and Software and Change Management will optimize the business Process and improve the business performance and make success of the ERP Implementation. Friedman’s ranking analysis and correlation analysis were applied and detailed analysis were submitted on this study However, within those projects, Advanced Hardware and Software gained much more importance compared to the factors that most influence the success of ERP Implementation in AAIs, factors like Training and Development and Top Management Support and Commitment were even more important than Change Management and which were the most important factors in Success of the ERP Projects. This practical guidance will be helpful for the company owners, senior executives, managers and ERP consultants to be more proactive, efficient and better prepared for making Successful implementation of ERP with their limited resources especially in AAIs.
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Hanafizadeh, Payam, Roya Gholami, Shabnam Dadbin, and Nicholas Standage. "The Core Critical Success Factors in Implementation of Enterprise Resource Planning Systems." International Journal of Enterprise Information Systems 6, no. 2 (April 2010): 82–111. http://dx.doi.org/10.4018/jeis.2010040105.

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The Implementation of Enterprise Resource Planning (ERP) systems require huge investments while ineffective implementations of such projects are commonly observed. A considerable number of these projects have been reported to fail or take longer than it was initially planned, while previous studies show that the aim of rapid implementation of such projects has not been successful and the failure of the fundamental goals in these projects have imposed huge amounts of costs on investors. Some of the major consequences are the reduction in demand for such products and the introduction of further skepticism to the managers and investors of ERP systems. In this regard, it is important to understand the factors determining success or failure of ERP implementation. The aim of this paper is to study the critical success factors (CSFs) in implementing ERP systems and to develop a conceptual model which can serve as a basis for ERP project managers. These critical success factors that are called “core critical success factors” are extracted from 62 published papers using the content analysis and the entropy method. The proposed conceptual model has been verified in the context of five multinational companies.
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Ravasan, Ahad Zare, and Taha Mansouri. "A FCM-Based Dynamic Modeling of ERP Implementation Critical Failure Factors." International Journal of Enterprise Information Systems 10, no. 1 (January 2014): 32–52. http://dx.doi.org/10.4018/ijeis.2014010103.

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Implementation of Enterprise Resource Planning systems (ERPs) is a complex and costly process which usually results in serious failures. Numerous factors affect these projects implementation due to their size, complexity and high chance of failure. Therefore, identifying these factors in ERP projects is a critical issue. The majority of previous studies and research projects have been conducted in identifying ERP Critical Success Factors (CSFs) rather than Critical Failure Factors (CFFs). In order to help practitioners, this paper studies the CFFs in this kind of projects. Unfortunately, the implications of interdependency among failure factors are usually underestimated by project managers and decision makers since they are difficult to model and analyze. With this in mind, the authors have built Fuzzy Cognitive Maps (FCMs) of failure factors in ERP implementation projects. The main advantage of FCM lies in them being capable of modeling complex phenomena based on the experts' perceptions. This tool models uncertainty and related events, imitating human reasoning. Moreover, FCMs enable the developing of forecasting exercises through simulations. Practitioners would thus assess the joint influence of ERP implementation failure factors on project outcomes. The results make known to practitioners which problems will arise if the failure factors are not treated, and how these will impact on the outcomes of projects. Therefore, the tool proposed would help them to manage ERP implementation projects in a more effective and proactive way.
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Carton, Fergal, Frederic Adam, and David Sammon. "Project management: a case study of a successful ERP implementation." International Journal of Managing Projects in Business 1, no. 1 (January 25, 2008): 106–24. http://dx.doi.org/10.1108/17538370810846441.

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PurposeThe success rate of enterprise resource planning (ERP) implementations is not high in view of the sums invested by organisations in these applications. It has often been indicated that a combination of inadequate preparedness and inappropriate project management have been responsible for the low‐success rate of ERP implementations. The purpose of this paper is to present a case study of a successful ERP implementation.Design/methodology/approachIn this paper, the authors use a case study of a very successful roll out of an ERP application in the Irish subsidiary of a UK multinational to investigate the validity of one of the most commonly cited project management frameworks, the project management body of knowledge (PMBOK), to ERP projects. Discussing each category of the framework in turn, the case data to illustrate where the PMBOK framework is a good fit or needs refining for ERP projects is used.FindingsIt is found that, by and large, PMBOK, because it is a very broad framework, can shed light on most of the key aspects of an ERP project. However, the specificities of this type of project require a different emphasis on some of the factors, as discussed in the authors conclusions. The case analysis also raised some interesting insights into how companies evaluate the success of such highly complex change management initiatives.Research limitations/implicationsThis research work will need to be extended to cover other case studies of ERP implementation across other industries and organisational contexts; for example in less tightly regulated industries and smaller organisations.Practical implicationsThis discussion will be of great value to ERP project managers who are in the early stages of a project and need to understand and anticipate the areas which will require specific attention on their part, based on their knowledge of the specific circumstances within their organisational context.Originality/valueThis paper presents an investigation into the project management strategy adopted in the Pharma Inc. case and illustrates the mechanics of a successful ERP project implementation, categorised using the PMBOK framework.
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Da Silva Gomes, Rui Manuel. "Contributions of the PMBok to the Project Management of an ERP System Implementation." Revista de Gestão e Projetos 4, no. 2 (August 1, 2013): 153–62. http://dx.doi.org/10.5585/gep.v4i2.37.

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The implementation of Enterprise Resource Planning (ERP) Systems has become generalized in companies and organizations, as a way to achieve the supply chain integration, to improve productivity and gain competitive advantages. Those implementations, more than simple technology projects, have revealed to be complex and time consuming business projects due to the structural and behaviour changes involved. This article analyzes, through the Project Coordinator’s point of view, two real cases of ERP implementation projects at Ibico Portuguesa, comparing the project management methodology adopted by Ibico with the Project Management Body of Knowledge (PMBoK), coming to the conclusion that the use of the PMBoK norms and best practices by the Project Manager could have been a success factor in those implementations, particularly referring to the elements that have been pointed as the most critical: planning, involvement and commitment of top management as well as stakeholders’ management.DOI:10.5585/gep.v4i2.37
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Jagoda, Kalinga, and Premaratne Samaranayake. "An integrated framework for ERP system implementation." International Journal of Accounting & Information Management 25, no. 1 (March 6, 2017): 91–109. http://dx.doi.org/10.1108/ijaim-04-2016-0038.

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Purpose The purpose of this paper is to propose an alternative integrated approach based on the stage-gate method to implement enterprise resource planning (ERP) systems which will enhance the effectiveness of ERP projects. Design/methodology/approach A literature review was conducted on ERP system implementation and its effectiveness. The need for improving implementation approaches and methodologies was examined. Based on the insights gained, a conceptual framework for ERP system implementation is presented by combining the state-gate approach with the pre-implementation roadmap. Findings The proposed framework aims to enhance the overall ERP implementation outcomes, ensuring critical success factors and eliminating common causes of failures. A pre-implementation roadmap is identified as a key element for eliminating many causes of failure including lack of organisations’ readiness for ERP. The post-implementation stage can be used for further improvements to the system through internal research and development. Research limitations/implications The development of the framework is an attempt to contribute to improving ERP implementation. This research is expected to motivate researchers to work in this area, and it will be beneficial to practicing managers in the identification of opportunities for improvements in ERP systems. Case studies will be valuable to refine and validate the proposed model. Originality/value This paper explores research in a needy area and offers a framework to help researchers and practitioners in improving ERP implementation. This framework is expected to reduce the implementation project duration, strengthen critical success factors and minimise common problems of ERP implementation projects.
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Dissertations / Theses on the topic "ERP implementation projects"

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Bidgood, Sinead, and Andrea Meles. "A Hybrid Project Management Approach: Bridging Theory and Practice in ERP Implementation Projects." Thesis, Umeå universitet, Företagsekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-144299.

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The use of efficient information systems and technology has not only become a source of competitive advantage, but also a threshold criterion for organizational survival. In response, many organizations are utilizing Enterprise Resource Planning (ERP) systems (Baykasoglu and Gölcük, 2017, p. 256). ERP systems are software packages that integrate, centralize and automate a company’s information and commercial operations, regardless of the company’s size, diversity or geographical dispersion (Parr & Shanks, 2000, p. 1). This thesis explores the use of hybrid project management approaches in the context of ERP implementation projects. Hybrid project management approach (PM) involves the blending of traditional and agile project management practices and principles. Although the use of a hybrid PM approach has appeared in research and seems to be utilized in practice, minimal empirical findings have been confirmed due to the infancy of the research topic. Emerging literature emphasizes the importance of context making the point that no single PM approach can be suggested as a “universal best practice” (Highsmith, 2009, p. 23; Leybourne, 2009, p. 524). The ongoing debate between academics and practitioners involves the choice of the PM approach that would lead to maximizing project benefits and achieving project success. Hybrid approaches are becoming increasingly popular as a way of answering the common paradox between flexibility (agile approaches) and structure (traditional approaches). The study was guided by the following research question: How are traditional and agile project management approaches blended in ERP implementation projects and what are the associated impacts? There is very limited research investigating the use of a hybrid project management approach for this type of projects. This study aimed to contribute to the research field, providing new insight to drive future research and useful implications for practitioners. Specifically, this study provides insight on how a hybrid approach is employed in practice, which principles and practices are used throughout the project lifecycle, the critical success factors, benefits, and challenges. Additionally, the factors that should be considered when determining the project management approach for ERP implementation projects are investigated. The findings were supported by the development of a framework and suggestions for future research.   Six in-depth semi-structured interviews with industry experts were conducted to gain insight on their opinions and experience in this specific context. Secondary data was collected, utilizing company documents and websites to support the findings. Following the exploratory purpose of this research and the underlying research question, the qualitative data analysis deployed a combination of a template approach and inspired grounded theory as an analytical tool. The data analysis approach utilized the development of themes a priori from the literature review, however the codes were generated directly through analyzing the collected primary data. Answering the research question, the study’s findings were reflected in a model, which also draws conclusions about how the various themes are related. In this framework, the critical success factors, such as the project team, project manager, and project planning, were considered important for using a hybrid project management approach, irrespective if the project management approach is more predominantly traditional, agile or an even combination. An assessment criterion is provided, to determine the best suited project management approach, including client, project manager and team, project specific, and external factors. The most important and used traditional and agile practices were then identified throughout the implementation phases. Finally, the benefits and challenges of using a hybrid PM approach for ERP implementation projects were outlined.
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Plotnikova, Svetlana. "Applying PRINCE2 project management disciplines to address key risks in ERP System Implementation Projects." Thesis, Stellenbosch : University of Stellenbosch, 2007. http://hdl.handle.net/10019.1/3474.

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Thesis (MAcc (Accountancy))--University of Stellenbosch, 2007.
The successful implementation of an Enterprise Resource Planning (ERP) System can help an organisation to redefine its business processes and enhance its competitive advantage. An ERP System Implementation is a transformation project, which changes the way an organisation thinks and acts about its business. An ERP System implementation is also a complex endeavour, and as such, it requires rigorous risk management. The understanding and management of risks relevant to ERP System Implementation Projects are critical in order to ensure that the project delivers on its objectives within the specified budget and timelines, and eventually realises the envisaged business benefits. The purpose of this study is to discuss how key risks relevant to ERP System Implementation Projects could be addressed by applying project management disciplines derived from the PRINCE2 (PRojects IN Controlled Environment) project management methodology. This methodology was developed by the Office of Government Commerce in the United Kingdom. This study also provides a framework that could be applied at the outset and during an ERP System Implementation Project by business management, to understand the risks (“what could go wrong?”) and project management disciplines that should be applied to address these risks (“what must go right?”). This framework was derived by: • Identifying key risks relevant to ERP System Implementation Projects; • Mapping these key risks onto SAP Implementation phases to highlight where these risks could materialise in the SAP Implementation process; • Then mapping these key risks across PRINCE2 project management processes and SAP Implementation phases by creating the SAP Implementation Key Risks Map; and finally • Providing a detailed description of how to apply PRINCE2 project management disciplines to address each risk in the SAP Implementation Key Risks Map.
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Urwin, Gerry. "Learning from complex information systems implementation : case studies in ERP projects." Thesis, Henley Business School, 2002. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.268860.

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Miterev, Maksim, and Ruxandra Nedelcu. "The Nature of the Relationship between Project Complexity and Project Delay : Case study of ERP system implementation projects." Thesis, Umeå universitet, Handelshögskolan vid Umeå universitet (USBE), 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-51701.

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In the context of a growing social complexification, projects have evolved in the pastdecades from simple endeavours to complex and uncertain undertakings. Consequently,project complexity has emerged as an important research direction, and recently severalproject complexity frameworks have been suggested. However, little research has beendone in this area and there has been no study on the relationship of project complexity,in its holistic sense, and the risk of delay. Therefore, the study investigates the intricaterelationship between project complexity and project delay. The research is conducted inthe context of Enterprise Resource Planning system (ERP) implementation projects,which are inherently complex and often record delays. The study has a qualitative nature and adopts an inductive approach. Nine ERPimplementationprojects have been studied in order to answer the research question.Several sources of evidence (semi-structured interviews and questionnaires) have beenutilized to ensure the credibility of the research findings through triangulation. The study contributes to the research field by verifying and augmenting the existingframeworks on reasons for project delay, complexity categories and their interplay. Itwas identified that complexity in a holistic sense represents a necessary condition forproject delay. Moreover, the study showed that although ERP projects are oftenconsidered to be technically complex, their complexity stems mainly from ‘subjective’(or perceived) and ‘uncertainty’ complexity dimensions. Finally, the conceptual modelof Eden et al. (2005) was modified to reflect the findings of the study.
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Koch, Ondřej. "The role of assurance within project management standards." Master's thesis, Vysoká škola ekonomická v Praze, 2016. http://www.nusl.cz/ntk/nusl-203864.

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The thesis is focused on the role of assurance within project management standards. Firstly, the theoretical role of assurance was established based on the performed research. Three main areas of interest have been identified: Assurance over business, the project itself and the product. The role established in the theoretical part of the work was subsequently compared to information systems development methodologies and project management standards. From the comparison with AUP, Scrum and FDD methodologies, it seems that the better assurance is defined, the longer the feedback cycle is. During the comparison with the three most widespread project management standards - IPMA, PRINCE2 and PMBOK - various areas have been identified where these are not fully compliant with the theoretical role of assurance. Additions to IPMA and PMBOK have been created to support the compliance with the theoretically established role of assurance, fulfilling the objective set for the practical part of the work and providing benefits to IT project management professionals that struggle to deliver quality products while following one of the aforementioned standards.
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Yazdani, Rashvanlouei Kourosh [Verfasser], Rainer [Gutachter] Thome, and Axel [Gutachter] Winkelmann. "Developing a Framework for International Projects of ERP Implementation / Kourosh Yazdani Rashvanlouei ; Gutachter: Rainer Thome, Axel Winkelmann." Würzburg : Universität Würzburg, 2017. http://d-nb.info/1142114368/34.

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Vecchia, Aldiocir Francisco Dalla. "SISTEMAS ERP: A GESTÃO DO PROCESSO DE IMPLANTAÇÃO EM UNIVERSIDADE PÚBLICA." Universidade Federal de Santa Maria, 2011. http://repositorio.ufsm.br/handle/1/8173.

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Public institutions, more specifically public universities, require considerable changes in management and administration. For this changes may be implemented, the incorporation of new technology and integrated systems is essential to support the proposed changes. The decision to modernize the processes must be aligned with the desire of the steering committee to provide a Project which facilitates the proposed improvements, besides being prepared to overcome all obstacles that will appear, proposing an unconditional support to face that the necessary changes being implemented, independent of the resistance and obstacles. The methodology proposed by this dissertation is based on the approach to management the organizational changes and in the methodologies of information system implementation. As a result, it s proposed a model to manage the implementation of Enterprise Resource Planning System (ERP) in public universities, having as a premise to provide mechanisms to manage the changes resulting from the implementation of ERP projects, which aim to increase the success of these projects and create indicators that can measure the gains obtained by the institution with the adoption of these systems. For each one of the 26 steps proposed in the model, are defined assumptions, resources, outputs and evidences of delivery.
As instituições públicas, mais especificamente as universidades públicas, passam por profundas mudanças na gestão e administração. Para que estas mudanças possam ser realizadas, a incorporação de novas tecnologias e sistemas integrados é essencial para suportar as mudanças propostas. A decisão de modernizar os processos deve estar alinhada com o desejo da alta administração em prover um projeto que viabilize as melhorias propostas, além de estar preparada para superar todos os obstáculos que irão surgir, dando assim, o apoio incondicional para que as mudanças necessárias sejam implementadas, independentes das resistências e entraves. A metodologia proposta por esta dissertação fundamenta-se na abordagem da gestão nas mudanças organizacionais e nas metologias de implantação de sistemas de informação. Como resultado é proposto um modelo para conduzir a implantação de Sistema Enterprise Resource Planning (ERP) em universidades públicas, tendo como premissa prover mecanismos para gerir as mudanças decorrentes da implementação de projetos de ERP, na qual objetivam aumentar o sucesso destes projetos e criar indicadores que possam medir os ganhos obtidos pela instituição com a adoção destes sistemas. Para cada uma das 26 etapas propostas no modelo são definidas as premissas, recursos necessários, produtos gerados e evidências de entrega.
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Carvalho, Julio Cesar Gusmão. "Análise episódica sobre um projeto de atualização de ERP em um operador logístico: levantamento das principais lições aprendidas segundo a perspectiva de participantes-chave." Universidade Federal Fluminense, 2014. https://app.uff.br/riuff/handle/1/848.

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Submitted by Marcia Silva (marcia@latec.uff.br) on 2015-10-28T16:01:24Z No. of bitstreams: 1 Dissert JULIO CESAR GUSMÃO.pdf: 1702527 bytes, checksum: e46270c819970efde18b340d5c8e5ac5 (MD5)
Made available in DSpace on 2015-10-28T16:01:24Z (GMT). No. of bitstreams: 1 Dissert JULIO CESAR GUSMÃO.pdf: 1702527 bytes, checksum: e46270c819970efde18b340d5c8e5ac5 (MD5) Previous issue date: 2014-12-18
De forma geral, a ambiência dos projetos complexos é repleta de problemas, tanto de ordem técnica, quanto gerencial e comportamental. Os projetos de ERP, em especial, são empreendimentos igualmente complexos, nos quais empresas contratantes e fornecedoras precisam estar intimamente alinhadas visando à minimização das não conformidades e a majoração das chances de sucesso da iniciativa. O presente estudo, analisa por meio de uma pesquisa episódica em um projeto de atualização de ERP realizado em um operador logístico, ocorrido entre Fevereiro e Novembro de 2013. O estudo tem como objetivo compreender, sob o prisma de participantes-chave do referido projeto, os pontos críticos e as lições aprendidas nesse empreendimento. Em termos teóricos, o estudo está amparado por revisão da literatura sobre boas práticas de gerenciamento de projetos e projetos de implantação e manutenção de ERP. Como resultados esperados, almeja-se o levantamento das principais lições aprendidas nesse projeto, de forma a contribuir para o avanço da literatura específica de projetos de manutenção ERP, assim como apoiar gerentes de projetos para a condução exitosa de projetos futuros.
Overall, the ambience of complex projects is fraught with problems, both technical, as managerial and behavioral. ERP projects, in particular, are equally complex projects in which contractors and suppliers need to be closely aligned in order to minimize nonconformities and to increase the chances of success of the initiative. This study examines via an episodic research a project update ERP realized in a logistics operator, occurred between February and November 2013. The study aims to understand from the perspective of key participants of this project, critical points and the lessons learned from this enterprise. Theoretically, the study is supported by literature review of best practice project management and project implementation and maintenance of ERP. As expected results, we aimed to survey the principal lessons learned from this project, in order to contribute to the advancement of literature specific to ERP maintenance projects as well as supporting project managers for the successful conduct of future projects.
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Bayir, Arzu, and Bhavya Shetty. "EVALUATING THE IMPORTANCE OF A STRUCTURED METHODOLOGY BY MANAGEMENT OF CRITICAL RISK/FAILURE FACTORS IN ERP IMPLEMENTATION." Thesis, Mälardalens högskola, Akademin för hållbar samhälls- och teknikutveckling, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-13179.

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Studies in recent years have revealed the challenges involved in deploying ERP solutions due to its complexity. Before attempting to implement ERP systems, it is essential to study various aspects such as project management, training, and change management in detail to manage the associated risks. When an ERP project is undertaken with insufficient planning, it may result in failure to integrate business processes and in substantial financial loss. Research has been pursued to identify critical risk/failure factors that may arise during implementation and the measures that should be taken to manage them. However, there is lack of research in identifying the management of critical risk/failure factor using a structured methodology. This raises a question of ‘can a structured methodology identify and manage critical risk/failure factors and support deploying ERP solutions with a better quality?’ A study of Microsoft Sure Step Methodology is performed to identify critical risk/failure factors that frequently occur during ERP implementation. These factors are derived from 8 articles. On determining critical risk/failure factors, we investigated if Sure Step methodology likely contains procedures that approach these factors.
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Souček, Luboš. "Implementace ERP řešení v podnikovém prostředí." Master's thesis, Vysoká škola ekonomická v Praze, 2015. http://www.nusl.cz/ntk/nusl-193934.

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The diploma thesis focuses on implementation of ERP solution produced by SAP, especially on implementation methodology and project definition, in a company environment. The main aim of this thesis is to devise methodology based on ASAP methodology using experience from previous projects of the company I work for. This company specializes in software implementation. This text reveals phases of a project in great details, defines it and describes implementation methodology including outputs and aims. The text also includes a brief description of not only ERP system, but also SAP HANA system. SAP HANA (at the time of writing this text) is an innovative product. Finally, SAP HANA installation is briefly described along with ERP, considering the previously created methodology.
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Books on the topic "ERP implementation projects"

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Welti, N. Cheng gong de ERP xiang mu shi shi: SAP R/3 = Successful SAP R/3 implementation ; practical management of ERP projects. Beijing: Ji xie gong ye chu ban she, 2003.

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E-business and ERP: Rapid implementation and project planning. New York: J. Wiley, 2001.

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Kovalenko, Vladimir. Design of information systems. ru: INFRA-M Academic Publishing LLC., 2020. http://dx.doi.org/10.12737/987869.

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The tutorial discusses the design features of information systems (is) involved in the implementation of CALS technologies: MRP/MRPII/ERP systems, e-Commerce systems (B2B), supply chain management (SCM), customer relationship management (CRM), and decision support systems (OLAP). The issues of choosing the design technology, software tools for project development, building functional and information models in the environment of Business Studio, MS Visio, Elma, AllFusion Modeling Suite and Oracle Designer 10g, as well as the development of technical and operational documentation are highlighted. The characteristics of CASE technologies and their implementation in the Oracle Designer 10g environment are considered. A comparative analysis of the standards of the organization of the life cycle of creating and using IP, practical recommendations for the development of standard profiles, examples of the development of an IP project based on a cascading model of the life cycle, including using a process approach in the management and automation of processes. The models of the client — server architecture and the structure of cloud computing are considered. Modern approaches to the selection of ready-made is and their implementation in automated enterprises are studied in detail. Meets the requirements of the Federal state educational standards of higher education of the latest generation. It is intended for students (bachelors and specialists) and masters of higher educational institutions studying in the direction of "Applied Informatics". It is also recommended for teachers and specialists working in the field of information technology.
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Successful SAP R/3 Implementation: Practical Management of ERP Projects. Addison-Wesley Professional, 1999.

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Harwood, Stephen Allan. ERP: The Implementation Cycle. Taylor & Francis Group, 2016.

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Shields, Murrell G. E-Business and ERP: Rapid Implementation and Project Planning. Wiley & Sons, Incorporated, John, 2007.

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Shields, Murrell G. E-Business and ERP: Rapid Implementation and Project Planning. Wiley, 2001.

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Parishad, Bangladesh Unnayan, ed. Early implementation projects (EIP): An evaluation of socio-economic and agricultural impacts. Dhaka: Bangladesh Unnayan Parishad, 1988.

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Santibañez Gruber, Rosa Maria, ed. DEUSTO Social Impact Briefings No. 5 (2020). University of Deusto, 2021. http://dx.doi.org/10.18543/dsib-5(2021).pdf.

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Este quinto número de los DSIB persigue acercar los resultados relevantes de la investigación realizada en dos proyectos con un amplio recorrido y trabajo colectivo entre personal investigador y agentes implicados en temas diversos de alta relevancia social como el bienestar de las personas con enfermedad de Parkinson o el desarrollo de la competitividad territorial. Este número lo componen los siguientes dos briefings: 1. Rehabilitación cognitiva en personas con enfermedad de Parkinson y psicoeducación en sus familiares cuidadores. ¿Cómo se podría implementar una intervención combinada eficaz? tiene como objetivo brindar una serie de recomendaciones destinadas a mejorar las intervenciones en pacientes con enfermedad de Parkinson (EP). Las propuestas están orientadas a realizar un abordaje integral colocando a las personas con EP, familiares y cuidadores en el centro del tratamiento a través de diferentes actividades de rehabilitación cognitiva. 2. En ¿Cómo construir un modelo de gobernanza colaborativa para el desarrollo territorial? se examina la iniciativa Bizkaia Orekan Sakonduz como proceso de aprendizaje para implementar un modelo de gobernanza colaborativa para la competitividad. El estudio, asimismo, propone una serie de elementos fundamentales para el éxito de la implementación atendiendo las particularidades del contexto local donde se desarrollan. ======================================================================================== This fifth edition of the DSIB presents the main results of research conducted under four broad-based projects conducted jointly by research staff and actors involved in topics of great social relevance such as the well-being of persons with Parkinson Disease and the development of the economic territorial competitiveness This issue comprises the following two briefings: 1. Cognitive rehabilitation in people with Parkinson’s disease and psychoeducation in their family caregivers. How can an effective combined intervention be implemented? This project seeks to provide a series of recommendations with the objective of improving interventions in patients with Parkinson’s disease (PD). The proposals aim at carrying out a comprehensive approach by placing people with PD, family members and caregivers at the center of treatment through different cognitive rehabilitation activities. 2. In How to build a collaborative governance model for territorial development? the Bizkaia Orekan Sakonduz initiative examines the learning process to implement a collaborative governance model for competitiveness. The study also proposes a series of key elements for the success of the implementation, paying attention to the particularities of the local context where they are developed.
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Dube, Opha Pauline. Climate Policy and Governance across Africa. Oxford University Press, 2016. http://dx.doi.org/10.1093/acrefore/9780190228620.013.605.

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This is an advance summary of a forthcoming article in the Oxford Research Encyclopedia of Climate Science. Please check back later for the full article.Africa, a continent with the largest number of countries falling under the category of Least Developed Countries (LDCs), remains highly dependent on rain-fed agriculture that suffers from low intake of water, exacerbating the vulnerability to climate variability and anthropogenic climate change. The increasing frequency and severity of climate extremes impose major strains on the economies of these countries. The loss of livelihoods due to interaction of climate change with existing stressors is elevating internal and cross-border migration. The continent is experiencing rapid urbanization, and its cities represent the most vulnerable locations to climate change due in part to incapacitated local governance. Overall, the institutional capacity to coordinate, regulate, and facilitate development in Africa is weak. The general public is less empowered to hold government accountable. The rule of law, media, and other watchdog organizations, and systems of checks and balances are constrained in different ways, contributing to poor governance and resulting in low capacity to respond to climate risks.As a result, climate policy and governance are inseparable in Africa, and capacitating the government is as essential as establishing climate policy. With the highest level of vulnerability to climate change compared with the rest of the world, governance in Africa is pivotal in crafting and implementing viable climate policies.It is indisputable that African climate policy should focus first and foremost on adaptation to climate change. It is pertinent, therefore, to assess Africa’s governance ability to identify and address the continent’s needs for adaptation. One key aspect of effective climate policy is access to up-to-date and contextually relevant information that encompasses indigenous knowledge. African countries have endeavored to meet international requirements for reports such as the National Communications on Climate Change Impacts and Vulnerabilities and the National Adaptation Programmes of Action (NAPAs). However, the capacity to deliver on-time quality reports is lacking; also the implementation, in particular integration of adaptation plans into the overall development agenda, remains a challenge. There are a few successes, but overall adaptation operates mainly at project level. Furthermore, the capacity to access and effectively utilize availed international resources, such as extra funding or technology transfer, is limited in Africa.While the continent is an insignificant source of emissions on a global scale, a more forward looking climate policy would require integrating adaptation with mitigation to put in place a foundation for transformation of the development agenda, towards a low carbon driven economy. Such a futuristic approach calls for a comprehensive and robust climate policy governance that goes beyond climate to embrace the Sustainable Development Goals Agenda 2030. Both governance and climate policy in Africa will need to be viewed broadly, encompassing the process of globalization, which has paved the way to a new geological epoch, the Anthropocene. The question is, what should be the focus of climate policy and governance across Africa under the Anthropocene era?
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Book chapters on the topic "ERP implementation projects"

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Ayres, Fabiane, Franklin Ayres, and Alexandre Barão. "Methodologies for Large SAP ERP Projects Implementation." In Learning and Analytics in Intelligent Systems, 243–47. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-36778-7_26.

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Stepanov, Dmitry Yu. "Novel Planning Technique for ERP Systems Implementation Projects." In Communications in Computer and Information Science, 115–24. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-23744-7_9.

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Fischer, Marcus, David Heim, Christian Janiesch, and Axel Winkelmann. "Assessing Process Fit in ERP Implementation Projects: A Methodological Approach." In Lecture Notes in Computer Science, 3–20. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-59144-5_1.

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Rich, Daphne, and Jens Dibbern. "A Team-Oriented Investigation of ERP Post-Implementation Integration Projects: How Cross-Functional Collaboration Influences ERP Benefits." In Innovation and Future of Enterprise Information Systems, 115–27. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-37021-2_10.

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Leyh, Christian, and Pauline Sander. "Critical Success Factors for ERP System Implementation Projects: An Update of Literature Reviews." In Lecture Notes in Business Information Processing, 45–67. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-17587-4_3.

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Fleig, Christian, Dominik Augenstein, and Alexander Maedche. "Designing a Process Mining-Enabled Decision Support System for Business Process Standardization in ERP Implementation Projects." In Lecture Notes in Business Information Processing, 228–44. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-98651-7_14.

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Leyh, Christian, and Lars Crenze. "ERP System Implementations vs. IT Projects: Comparison of Critical Success Factors." In Lecture Notes in Business Information Processing, 223–33. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-36611-6_20.

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Kovacevic, Vladimir. "ERP Implementation." In Cases on Enterprise Information Systems and Implementation Stages, 110–27. IGI Global, 2013. http://dx.doi.org/10.4018/978-1-4666-2220-3.ch007.

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Considering the high rate of failures in ERP implementation projects, there is an urgent need to identify the causes of such failures and the preventing actions associated with these causes. ERP practitioners and academics are unanimous that competencies and abilities of the ERP project manager have a direct impact on the project and its well-being. In fact, it is widely accepted that specific project manager’s attributes such as oversight, leadership, communication, problem solving, and conflict-resolution are critical to the success of ERP projects. This case highlights some of the important issues and challenges that the author has encountered as a project manager of ERP system implementation in an Oil and Gas company in Kuwait. The focus of the case is on lessons learned and tips that can be handy and useful for people who may resume this important role in implementation projects.
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Janssens, Guy, Rob Kusters, and Fred Heemstra. "Sizing ERP Implementation Projects." In Enterprise Information Systems, 1847–70. IGI Global, 2011. http://dx.doi.org/10.4018/978-1-61692-852-0.ch806.

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ERP implementation projects affect large parts of an implementing organization and lead to changes in the way an organization performs its tasks. The costs needed for the effort to implement these systems are hard to estimate. Research indicates that the size of an ERP project can be a useful measurement for predicting the effort required to complete an ERP implementation project. However, such a metric does not yet exist. Therefore research should be carried out to find a set of variables which can define the size of an ERP project. This paper describes a first step in such a project. It shows 21 logical clusters of ERP implementation project activities based on 405 ERP implementation project activities retrieved from literature. Logical clusters of ERP project activities can be used in further research to find variables for defining the size of an ERP project.
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Albataineh, Firas. "ERP Implementation in Kuwait O&G." In Cases on Enterprise Information Systems and Implementation Stages, 1–26. IGI Global, 2013. http://dx.doi.org/10.4018/978-1-4666-2220-3.ch001.

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A project is a complex, no routine, one-time effort limited by time, budget, resources, and performance specifications designed to meet a customer’s needs (Gray & Larson, 2010). Consequently, although projects may seem similar, largely they are different, and each project represents a unique experience reflecting the variations in the projects’ scopes, objectives, specifications, time, budget, resources, constraints, and risks. In line with this, the author’s experience as a consultant in different ERP projects indicates that each project has its own unique issues, concerns, and problems, although some of them are common across different projects. This chapter attempts to examine the nature and causes of issues, problems, and concerns that were observed in one of the author’s Gulf ERP implementations and suggests the introduction of new and enhanced features in ERP system implementation methodologies as a means to cope with potentially damaging issues, problems, and concerns, and prevent them from evolving into malicious risks that could lead to project failures.
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Conference papers on the topic "ERP implementation projects"

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Stepanov, Dmitry Yurievich. "Using Agile Methodology in ERP-system Implementation Projects." In 2021 International Conference on Information Technologies (InfoTech). IEEE, 2021. http://dx.doi.org/10.1109/infotech52438.2021.9548342.

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Štemberger, Mojca Indihar, and Andrej Kovacic. "The Role of Business Process Modelling in ERP Implementation Projects." In Tenth International Conference on Computer Modeling and Simulation (uksim 2008). IEEE, 2008. http://dx.doi.org/10.1109/uksim.2008.25.

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Salinesi, Camille, Mohamed Ramzi Bouzid, and Esther Elfassy. "An Experience of Reuse Based Requirements Engineering in ERP Implementation Projects." In 11th IEEE International Enterprise Distributed Object Computing Conference (EDOC 2007). IEEE, 2007. http://dx.doi.org/10.1109/edoc.2007.4384008.

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Salinesi, Camille, Mohamed Ramzi Bouzid, and Esther Elfassy. "An Experience of Reuse Based Requirements Engineering in ERP Implementation Projects." In 11th IEEE International Enterprise Distributed Object Computing Conference (EDOC 2007). IEEE, 2007. http://dx.doi.org/10.1109/edoc.2007.46.

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Denic, Nebojsa, Zoran Nesic, and Miroslav Radojicic. "Software projects quality management in the function of ERP system implementation." In 2014 22nd Telecommunications Forum Telfor (TELFOR). IEEE, 2014. http://dx.doi.org/10.1109/telfor.2014.7034604.

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Salimifard, Khodakaram, Mehran Ebrahimi, and Mohammad Ali Abbaszadeh. "Notice of Retraction: Investigating critical success factors in ERP implementation projects." In 2010 IEEE International Conference on Advanced Management Science (ICAMS). IEEE, 2010. http://dx.doi.org/10.1109/icams.2010.5553281.

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Бельчик, Татьяна Алексеевна. "THE USE OF INFORMATION TECHNOLOGY IN THE IMPLEMENTATION PROJECTS IN THE CONSTRUCTION INDUSTRY." In Фундаментальные и прикладные исследования. Актуальные проблемы и достижения: сборник статей всероссийской научной конференции (Санкт­Петербург, Октябрь 2022). Crossref, 2022. http://dx.doi.org/10.37539/1011.2022.95.76.005.

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В статье изложены результаты исследования возможности и необходимости использования проектного метода при внедрении информационных продуктов (ERP-системы) в строительных организациях. Показано важное значение формирования команды проекта, состоящей из представителей заказчика и исполнителя, для совместной работы по внедрению нового программного продукта. The article presents the results of a study of the possibility and necessity of using the design method in the implementation of information products (ERP-systems) in construction organizations. The importance of forming a project team consisting of representatives of the customer and the contractor for joint work on the introduction of a new software product is shown.
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Ku¨hl, Lukas W. H., and Heinz D. Kno¨ll. "An Improved Approach to the Semi-Process-Oriented Implementation of Standardised ERP-Systems." In ASME 2002 Engineering Technology Conference on Energy. ASMEDC, 2002. http://dx.doi.org/10.1115/etce2002/comp-29059.

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The improved approach is considered as a life-cycle model that combines the necessities of process improvement projects and the implementation of modern integrated Standard Software systems. To improve the company’s business processes by means of the Standard Software implementation, each phase of the entire implementation life cycle puts its focus on optimising the customer’s underlying business processes. In addition, to intensify the benefits resulting from the process-oriented system implementation, the presented approach is extended by a certain guidance to organise a process-driven project team.
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"The Competencies Required for the BPA Role: An Analysis of the Kenyan Context." In InSITE 2019: Informing Science + IT Education Conferences: Jerusalem. Informing Science Institute, 2019. http://dx.doi.org/10.28945/4292.

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[This Proceedings paper was revised and published in the 2019 issue of the journal Issues in Informing Science and Information Technology, Volume 16] Aim/Purpose: This study aims to answer the research question titled What are the competencies required for the Business Process Analyst (BPA) role in organizations with ERP systems in Kenya. Through 4 hypotheses, this study focuses on two specific aspects: (1) Enhancing BPM Maturity and (2) ERP implementation. Background: The emergence of complex systems and complex processes in organizations in Kenya has given rise to the need to understand the BPM domain as well as a need to analyze the new roles within organizational environments that drive BPM initiatives. The most notable role in this domain is the BPA. Furthermore, many organizations in Kenya and across Africa are making significant investments in ERP systems. Organizations, therefore, need to understand the BPA role for ERP systems implementation projects. Methodology: This study uses a sequential mixed methods approach analyzing quantitative survey data followed by the analysis of qualitative interview data. Contribution: The main contribution of this study is a description of competencies that are critical for the BPA in Kenya both in terms of enhancing BPM maturity and for driving ERP systems implementations. In addition, this study sheds light on critical BPA competencies that are perceived to be undervalued in the Kenyan context. Findings: Findings show that business process orchestration competencies are important for driving BPM maturity and for ERP systems implementations. This study found that business process elicitation, business analysis, business process improvement and a holistic overview of business thinking are often overlooked as critical competencies for BPAs but are nevertheless critical for building the BPA practitioner. Recommendations for Practitioners: From this study, practitioners such as top managers and BPAs can be enlightened on the specific competencies that require focus when carrying out BPM and when implementing ERP systems projects. Future Research: The next step is to investigate the interventions that organizations implement to build their BPA competencies. The main aim of this would be to describe those interventions that impact the requisite BPA competencies especially those competencies that were seen to be undervalued within the Kenyan context.
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Hamani, N., P. Mouawad, L. Kermad, and A. El Mhamedi. "Working team composition in ERP implementation project." In 2012 2nd International Conference on Communications, Computing and Control Applications (CCCA). IEEE, 2012. http://dx.doi.org/10.1109/ccca.2012.6417859.

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Reports on the topic "ERP implementation projects"

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Strengthening the evaluation and research unit of the Zimbabwe Family Planning Council (1995–1998). Population Council, 1999. http://dx.doi.org/10.31899/rh1999.1020.

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The Evaluation and Research Unit (ERU) plays a crucial role in supporting the research activities of the Zimbabwe National Family Planning Council (ZNFPC). Research activities are conducted in addition to analysis of service statistics and compilation of quarterly and annual reports. With a staff capacity of five and inadequate research skills existing in other units, the ERU finds it difficult to manage and monitor the diverse activities of the organization. To address these problems, a buy-in was signed between the Zimbabwe Government and USAID in May 1995. The objectives were to assist the ZNFPC in conducting operations research studies and strengthening the ERU’s research capacity. The ERU’s traditional role of implementing research had to be revised to research management. The ZNFPC requested that the Population Council’s Africa OR/TA II Project provide technical assistance to implement this new role. The ZNFPC convened a meeting of cooperating agencies, donors, government, and municipal departments to explore ways of improving the coordination and implementation of population activities in Zimbabwe. As noted in this document, recommendations from the meeting were developed and the Africa OR/TA Project used these as guidelines for designing future programs for strengthening the ERU’s research capacity.
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