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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Andersson, Annika, and Ralf Müller. "Containing Transaction Costs in ERP Implementation through Identification of Strategic Learning Projects." Project Management Journal 38, no. 2 (June 2007): 84–92. http://dx.doi.org/10.1177/875697280703800209.
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Implementation of enterprise resource planning (ERP) systems requires in-depth understanding of the idiosyncrasies of the receiving organization, thus implying specific learning costs. ERP projects delivered in form of contracted projects in a competitive market environment often ignore costs for competitive reasons (Linderoth & Lundqvist, 2004). However, these learning costs add to the overall transaction costs of a project. If not budgeted into the individual projects, these costs accumulate at the project portfolio level of project delivery organizations (sellers) and must be managed adequately. One way of minimizing learning costs at the portfolio level is to identify strategic learning projects, which accrue higher than planned (competitive) costs, but lower the costs of future projects and thereby the overall learning costs at the portfolio level. The present study investigated the practices of dealing with costs of learning projects at a Swedish ERP consultancy over a period of six months. The results show how to lower portfolio-level project costs in the long-term through identification of strategic learning projects, with expected budget overruns in the short-term. The study takes a transaction-costs-economic (TCE) perspective. A model shows the impact of short-term learning investments on the lowering of implementation risks in future projects. The model can be used by managers for understanding long-term profitability by exceeding time and budget objectives in the short term.
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Menon, Sreekumar A., Marc Muchnick, Clifford Butler, and Tony Pizur. "Complexity Theory: Insights from a Canadian ERP Project Implementation." International Journal of Business and Management 14, no. 6 (May 16, 2019): 84. http://dx.doi.org/10.5539/ijbm.v14n6p84.
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This research paper explores complexity theory based on insights from an Enterprise Resource Planning (ERP) implementation in the Canadian oil and gas industry. The qualitative exploratory case study was conducted in a Canadian case organization using a semi-structured interview guide with a total of twenty interviews from members of four project role groups of senior leaders, project managers, project team members, and business users. Besides interview responses, the study also collected and reviewed ERP project documents for triangulation purposes. The research showed the importance of complexity theory to ERP projects, and the relationship between critical challenges and complex categories of human behavior, system behavior, and ambiguity. The study findings also evoked rich and comprehensive data related to the phenomenon of critical challenges in ERP.
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Menon, Sreekumar A., Marc Muchnick, Clifford Butler, and Tony Pizur. "Critical Challenges in Enterprise Resource Planning (ERP) Implementation." International Journal of Business and Management 14, no. 7 (June 8, 2019): 54. http://dx.doi.org/10.5539/ijbm.v14n7p54.
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This research paper explores critical challenges in Enterprise Resource Planning (ERP) implementation based on insights from an exploratory qualitative single case study in the Canadian Oil and Gas Industry. The study was conducted in a Canadian case organization using twenty interviews from members of four project role groups of senior leaders, project managers, project team members, and business users. The study further collected and reviewed project documents from the ERP implementation for triangulation. The research evoked a comprehensive list of sixty critical challenges and out of which, the top twelve challenges discussed in detail were drawn from the responses of participants from all four project role groups. The study findings indicated that critical challenges were significant during ERP implementation. This research is one of first case studies in the Canadian oil and gas industry that focuses on critical challenges in ERP implementation projects.
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Garg, Poonam, and Reema Khurana. "Applying structural equation model to study the critical risks in ERP implementation in Indian retail." Benchmarking: An International Journal 24, no. 1 (February 6, 2017): 143–62. http://dx.doi.org/10.1108/bij-12-2015-0122.
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Purpose In order to reduce the high failure rate of enterprise resource planning system (ERP) projects in Indian retail, project managers need to analyze and understand the impact of risk factor on ERP implementation. The purpose of this paper is to identify the key risk factors solely or primarily for the Indian retail sector. Furthermore, this study also analyzes the impact of risk factors in ERP implementation using the structural equation model (SEM) approach. “User risk,” “project management risk,” “technological risk,” “team risk,” “organizational risk,” and “project performance risk” are the examined factors. Design/methodology/approach A theoretical model is created that explains the risk factors which may impact the success of ERP implementation. Hypotheses were also developed to evaluate the interrelationship between risk factors and success of ERP implementation. Empirical data are collected through survey questionnaire from practitioners such as project sponsors, project managers, implementation consultants, and team members who are involved in ERP implementation in the retail sector to test the theoretical model. Findings Using the SEM, it is found that 40 percent of the variations in ERP implementation success can be explained with the help of the model suggested in the research study. The results of the study has empirically verified that “user risk,” “project management risk,” “technological risk,” “team risk,” “organizational risk,” and “project performance risk” factors are positively impacting ERP implementation success. All six hypotheses were supported by the results of the study. Research limitations/implications The findings from this paper can provide greater understanding of ERP implementations. Researchers, practicing managers, and those seeking to implement ERP in retail organization can also use the findings of this study as a vehicle for improving ERP implementation success in the retail sector. Originality/value The study integrates the impact of risk factor on ERP implementation. Very few studies have been performed to investigate and understand this issue. Therefore, the research can make a useful contribution.
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Ghosh, Saumyendu, and Mirosław J. Skibniewski. "ENTERPRISE RESOURCE PLANNING SYSTEMS IMPLEMENTATION AS A COMPLEX PROJECT: A CONCEPTUAL FRAMEWORK." Journal of Business Economics and Management 11, no. 4 (December 31, 2010): 533–49. http://dx.doi.org/10.3846/jbem.2010.26.
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The purpose of this paper is to investigate current literature on critical success factors (CSF) and risk factors (RF) of enterprise resource planning (ERP) system implementation and provide a systemic explanation of complexities involved in such implementation. This study will compile literature that highlighted possible references to CSFs of ERP implementations, definition of complex projects and ERP are compared with project management and project governance impacts. By analyzing highly likely CFS and RFs mentioned in literature, CSF and RFs will be mapped to project complexities involved in any ERP implementation. This is an exploratory study as it is based on literature review to understand ERP implementation and validations. The future research needs to include data collection from ERP adopters and longitudinal analyses of trends based on advances in ERP project management and governance capabilities in different ERP implementations. This article will be significant contribution to current body of knowledge because it helps us understand ERP application implementation as a complex project instead of linear system as currently documented in the literature. This article has outlined the conceptual revisions needed to extend the new project management approach from its current linear way of looking into project management of ERP projects. The article suggests that ERP project management is best understood within the context of environmental complexities. This paper is the first attempt to explore ERP implementations based on current enterprise environment and how to meet those CSF and RFs from complexity perspective. Santrauka Straipsnio tikslas – išnagrineti dabartinius literatūros šaltinius apie imones ištekliu planavimo sistemos igyvendinimo kritinius sekmes ir rizikos veiksnius, pateikti sistemiška kliūčiu, su kuriomis galima susidurti igyvendinant sistema, paaiškinima. Ši analize grindžiama tokiais literatūros šaltiniais, kuriuose kalbama ar užsimenama apie kritinius imones ištekliu planavimo sekmes veiksnius, sudetiniu projektu apibrežima, o imones ištekliu planavimas lyginamas su projektu valdymo poveikiais. Labiausiai tiketini analizuojamieji kritines sekmes ir rizikos veiksniai, mineti literatūroje, bus atvaizduojami tarp projektu kliūčiu, itrauktu bet kuriame imones ištekliu planavimo igyvendinimo etape. Tai yra aiškinamasis tyrimas, nes grindžiamas literatūros apžvalga imones ištekliu planavimo ir valdymo klausimais. Tolesniam tyrimui reikia surinkti duomenis iš ištekliu planavimo sistema idiegusiu imoniu ir atlikti ilgalaike pažangos tendenciju analize, valdant ištekliu planavimo projektus, bei ivertinti skirtingu imones ištekliu valdymo planu igyvendinimo galimybes. Šiame straipsnyje pateikiama daug žiniu apie imoniu ištekliu planavimo sistemos igyvendinima kaip kompleksini projekta, o ne šiuo metu literatūroje pateikiama linijine sistema. Straipsnyje numatyti konceptualūs taisymai, norint nuo dabartinio linijinio požiūrio pereiti prie naujojo imones ištekliu planavimo projektu valdymo požiūrio. Pažymeta, kad ištekliu planavimo projektu valdymas geriausiai suvokiamas aplinkos sudetingumo kontekste. Šis straipsnis – tai pirmasis meginimas ištirti imones ištekliu planavimo igyvendinima esamoje imones aplinkoje ir bandymas susidoroti su kritiniais sekmes ir rizikos veiksniais atsižvelgiant i kylančias kliūtis.
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Bekhet, Mohamed, and Saudah Sofian. "TECHNOLOGICAL CRITICAL SUCCESS FACTOR IN ERP IMPLEMENTATION PROJECTS IN PUBLIC AND PRIVATE SECTOR IN SAUDI ARABIA." International Journal of Research -GRANTHAALAYAH 6, no. 7 (July 31, 2018): 306–16. http://dx.doi.org/10.29121/granthaalayah.v6.i7.2018.1311.
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An Enterprise Resource Planning (ERP) system implementation is a complex information technology project that integrates organization-wide operations. Prior surveys have reported perceptions about factors which are critical to ERP implementation success. There are only a few prior researches that have empirically tested the ERP implementation success factors in Saudi Arabia in both public and private organizations. This paper reports the result of literature review on critical success factor (CSF) for ERP implementations. It has been found that project champions can to be added to Technological dimension of the Technological, Organizational and Environmental (TOE) theory.
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Iskanius, Päivi. "Risk Management of ERP Projects in Manufacturing SMEs." Information Resources Management Journal 23, no. 3 (July 2010): 60–75. http://dx.doi.org/10.4018/irmj.2010070105.
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To deepen the knowledge on enterprise resource planning (ERP) implementation in small and medium size enterprises (SMEs), this study identifies and assesses the main risks in ERP projects through a case study of three manufacturing SMEs. Various tools, standardised methods and techniques have been developed to help enterprises better manage their ERP projects. In this paper, the author introduces two risk management methods targeted for SMEs in their ERP implementation projects. By using company-specific risk analysis method (RAM), the critical risks of the ERP projects have been identified and assessed. Then, by using characteristics analysis method (CAM), recommendations of how to divide the ERP projects into manageable sub projects are given.
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Amalnik, Mohsen Sadegh, and Ahad Zare Ravasan. "An Investigation and Classification of ERP Project Managers' Required Skills." International Journal of Service Science, Management, Engineering, and Technology 9, no. 1 (January 2018): 10–23. http://dx.doi.org/10.4018/ijssmet.2018010102.
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Implementation of Enterprise Resource Planning systems (ERPs) is a complex and costly process that is usually accompanied with serious risks. Numerous research projects have been conducted to illuminate ERP Critical Success Factors (CSFs) so as to identify the main factors in enhancing success rate. Although project managers' skills of ERP system implementation projects are viewed as one of the most effective factors in the success of such projects, scant attention has been paid to them and their unique aspects have not been sufficiently discussed in the extant literature. Hence, this article aims at identifying the most relevant skills of ERP project managers and proposing a classification scheme. Based on the results of the robust Exploratory Factor Analysis (EFA), 16 identified skills were grouped into four distinct categories: “managerial,” “project management,” “human resource,” and “technical.” The results of this article can help scholars and managers to grasp an in-depth understanding of the skills required for project managers and the challenges they have to mitigate while implementing ERP projects.
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Nour, Mohamed A., and Samar Mouakket. "A Classification Framework of Critical Success Factors for ERP Systems Implementation." International Journal of Enterprise Information Systems 7, no. 1 (January 2011): 56–71. http://dx.doi.org/10.4018/jeis.2011010104.
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Although organizations can gain many benefits from successful implementation of an enterprise resource planning (ERP) system, there are high failure rates in ERP implementation projects. Therefore, a better understanding of ERP implementation success is a critical. One of the best known approaches used to define and measure ERP implementation success has been the critical success factors (CSF) approach. In this study, the authors investigate the current literature of critical success factors (CSFs) of ERP systems implementation and propose a new classification framework, categorized according to six proposed fundamental stakeholders. The authors then map those critical success factors to three different stages of an ERP project lifecycle. In addition, they identify several roles that each stakeholder may play during the ERP systems project lifecycle. The proposed classification framework provides organizations with a classification tool to help them identify the CSFs and those stakeholders who are most likely to have an impact on the implementation of the ERP system, which will help organizations to better plan for the implementation of their ERP systems.
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Goyette, Sylvain, Luc Cassivi, Mathieu Courchesne, and Elie Elia. "The ERP post-implementation stage: a knowledge transfer challenge." International Journal of Information Systems and Project Management 3, no. 2 (February 8, 2022): 5–19. http://dx.doi.org/10.12821/ijispm030201.
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This paper examines the knowledge transfer process in ERP post-implementation projects, and specifically between the ERP project teams and the IT support team. Case studies were conducted in three large organizations and data was collected via semi-structured interviews. Descriptive and graphical representations were used to analyze knowledge transfer processes for each case and a cross-case analysis was performed. Results from this exploratory study shed light on the relation between the ERP evolution structure and the use of knowledge transfer mechanisms based on different types of knowledge (functional and technical). This paper highlights the necessity of relying on both formal and informal knowledge transfer mechanisms to cover recurring and ad hoc exchanges between the different stakeholders responsible for the evolution of an ERP. The paper also highlights the impact of the ERP integrator and its different inclusion strategies that are critical for the knowledge being shared by the ERP project stakeholders.
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Gupta, Rekha, and S. Kazim Naqvi. "A Completeness Framework for Critical Success Factors of ERP Implementation Projects: A Stakeholders Perspective." INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY 5, no. 2 (August 31, 2013): 542–62. http://dx.doi.org/10.24297/ijmit.v5i2.4470.
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The complex and integrated nature of Enterprise Resourse Planning (ERP) system is often coupled with time constraints and substantial financial commitments that inevitably make its implementation to be a highly risky undertaking . Reviews of the existing literature on the subject suggest that Critical Success Factors (CSFs) have been studied by researchers for risk aversion in ERP implementations. The review studies have often provided different listing of CSFs as per their research settings and scope. ERP projects necessitate organization wide transformation making stakeholders involvement and participation crucial for the success guarantee of the ERP project. Critical Success Factors related to stakeholders are often found in the understated position in spite of the prime contribution and difference they make to ERP implementation success story. The paper focusses on importance of identifying stakeholders CSFs for studying, monitoring and controlling purposes. It further attempts to provide a consolidated list of stakeholders CSFs along with proper categorization.
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Barth, Christian, and Stefan Koch. "Critical success factors in ERP upgrade projects." Industrial Management & Data Systems 119, no. 3 (April 8, 2019): 656–75. http://dx.doi.org/10.1108/imds-01-2018-0016.
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PurposeIn the last years the penetration of enterprise resource planning (ERP) systems within small, medium and large organizations increased steadily. Organizations are forced to adapt their systems and perform ERP upgrades in order to react to rapidly changing business environments, technological enhancements and rising pressure of competition. The purpose of this paper is to focus on the critical success factors for such projects.Design/methodology/approachThe paper is based on a literature review and qualitative interviews with CEOs, CIOs, ERP consultants and project managers who recently carried out ERP upgrade projects in their respective organizations.FindingsThis paper identifies 14 critical success factors for ERP upgrade projects. Amongst others, effective project management, external support, the composition of the ERP team and the usage of a multiple system landscape play a key role for the success of the ERP upgrade. Furthermore, a comparison to the critical success factors for ERP implementation projects was conducted, and even though there are many similarities between these types of projects, several differences emerged.Originality/valueERP upgrade projects have a huge impact on organizations, but their success and antecedents for it are currently under-researched.
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Menon, Sreekumar. "Benefits and Process Improvements for ERP Implementation: Results from an Exploratory Case Study." International Business Research 12, no. 8 (July 26, 2019): 124. http://dx.doi.org/10.5539/ibr.v12n8p124.
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This exploratory qualitative single case study discusses the benefits and process improvements pertinent to enterprise resource and planning (ERP) projects. The study was conducted in a Canadian case organization in the oil and gas industry that includes twenty participants from four project role groups of senior leaders, project managers, project team members, and business users. The results of the study revealed twenty-two key benefits and four process improvements from which organizations can draw value while planning for ERP projects. The top six benefits include: standardization of common business processes, single integrated system, standardized reporting, improved key performance indicators (KPI), all countries in one system, and easy access to data. Knowing and maximizing these key benefits may prove beneficial for organizations, while planning for major investments in ERP systems.
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Biolcheva, Petya, and Miglena Molhova. "Integration of AI Supported Risk Management in ERP Implementation." Computer and Information Science 15, no. 3 (July 25, 2022): 37. http://dx.doi.org/10.5539/cis.v15n3p37.
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The objective of this paper is to show the possibilities for the implementation of artificial intelligence (AI) in risk assessment methodology for ERP projects. Both AI and ERP being solutions built around data, it is of great importance how this data is organized and processed, and how it can be used on the one hand to manage the business process in a more efficient way and on the other to address risk factors that might compromise the ERP system in a way, which standard risk assessment methodologies might miss. AI can add value to such risk assessment methodology as it can process large amounts of data and even automize repetitive and heavy load risk management steps. AI can allow risk managers to respond faster to new and emerging threats in an ERP project. By acting in real time and with some predictive capabilities, AI supported risk management could reach a new level in improving the managers’ decision-making for building the ERP system of the company. The literature review is given of the main AI and machine learning techniques of benefit to risk management and ERP projects. Then an analysis, using current practice and empirical evidence, is carried out of the application of these techniques to the risk management fields in implementing an ERP system. The paper also presents a showcase of how Bulgarian companies address the issues of risk assessment and AI implementation in it to build ERP systems.
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Mohammed Hussain, K., D. Venkata Subramanian, J. Thangakumar, and K. Pradeep Kumar. "ERP: framework based implementation - a case study." International Journal of Engineering & Technology 7, no. 1.9 (March 1, 2018): 45. http://dx.doi.org/10.14419/ijet.v7i1.9.9734.
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ERP implementation projects are some of the most critical and complex project implementations. Most of the fortune organizations and institutions will adopt the large scale ERP to standardize their business needs and upgrade their IT systems on par with the current technologies. ERP is one of the solutions for managing Enterprises; Most of the ERPs are suitable for Manufacturing and IT industries. This research paper discusses the framework which helps to minimize the implementation of data conversion processes. Most of the organizations use the migration manually and involve a significant duration of time of many functional users; thus the work proposes the creation of data model templates and Smart Data Load Accelerator. The proposed work also helps to reduce the development time.
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Adam, Frédéric, and Peter O'Doherty. "Lessons from Enterprise Resource Planning Implementations in Ireland – Towards Smaller and Shorter ERP Projects." Journal of Information Technology 15, no. 4 (December 2000): 305–16. http://dx.doi.org/10.1177/026839620001500406.
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The enterprise resource planning (ERP) software market has been growing at a very fast pace over the last few years and has been predicted to keep growing rapidly in the long term. This has led to an abundance of media reports on the subject of ERP and to managers wondering whether their companies should implement ERP systems. In order to separate the reality of the ERP phenomenon from the hype that surrounds it, we studied 14 ERP implementation projects in Irish organizations and focused on the key relationships between organizations which attempt to implement ERP systems and their implementing partners. We found that the ERP implementations that are going on in Ireland at the moment are different to the projects that have been reported elsewhere in two key respects. Firstly, the organizations interested in ERP software are, on average, far smaller than the case studies reported in the literature and the majority of the cases we reviewed were small and medium enterprises (SMEs). Secondly, the durations of implementation were far shorter than reported elsewhere. These results are not surprising if one considers the smaller average size of Irish organizations, but they indicate that the ERP movement is truly ready for an extension towards the SME market. They also indicate that the duration of the implementation of ERP software may be related to the size and complexity of the client organization and that SMEs can expect to have an easier time implementing ERPs than the current literature suggests. We also found that software implementers play a key role, not only in technical terms, but also in managerial and political terms, because they can help their clients in correcting their expectations and perceptions of ERP systems and ERP implementations.
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Lee, James C. Y., and R. S. M. Lau. "ERP Implementation Project at TS Group." Asian Case Research Journal 09, no. 02 (December 2005): 263–82. http://dx.doi.org/10.1142/s0218927505000630.
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This case illustrates the challenges and opportunities for TSG, a leading company in household products, to implement an enterprise resource planning (ERP) system. Arguments for and against adopting an ERP solution were discussed throughout the company's decision-making process. Once the implementation project was approved, the company planned to implement the general ledger module in its corporate office in Hong Kong before a full implementation of other modules in China. As experienced by other companies in implementing their ERP systems, technicality was often not so much the major issues as the people, users, and coordination issues. Although the initial rollout in Hong Kong was delayed by three months, twice the time originally planned, the lessons learnt proved to be valuable in guiding the later implementation of such projects for other TSG subsidiaries. This case explores the issues and challenges associated with the implementation of ERP solutions.
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HADIDI, Laith, Sadi ASSAF, and Adel ALKHIAMI. "A systematic approach for ERP implementation in the construction industry." JOURNAL OF CIVIL ENGINEERING AND MANAGEMENT 23, no. 5 (May 24, 2017): 594–603. http://dx.doi.org/10.3846/13923730.2016.1215348.
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The objective of this paper is to provide a decision support tool that helps in prioritizing enterprise resource planning (ERP) modules’ implementation. The literature shows high risks of failure during the ERP implementation in construction industry. This research provides a systematic approach to have a successful ERP implementation in the construction industry. The provided approach of this research helps construction companies worldwide and specifically Saudi Arabia to better implement ERP projects. A case study approach is conducted with experts in ERP implementation at construction field in order to rank different ERP modules. This research develop a four step methodology to sequence the ERP module implementation. The first step defines the most common ERP modules in the construction industry. The second step defines the expected benefits of ERP implementation. The third step will define the importance index (I). Finally, the fourth step rank the ERP modules based on the global index that combines the criteria index and module index. The main findings of this research provided a comprehensive list of thirteen ERP modules ranked according to the Saudi construction industry. Out of thirteen modules, the top ranked modules were inventory control and logistics, procurement, and project finance and accounting.
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AL-Zoubi, Mohammad, and Ahmad Al-Haija. "Organization Factors for ERP Projects in a Developing Country: A Case Study Jordan." International Business Research 11, no. 8 (July 6, 2018): 1. http://dx.doi.org/10.5539/ibr.v11n8p1.
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The organization factors integral to the successful implementation of ERP systems are identified in this paper, and the organization factors under scrutiny include: Change Management, Business Process Management, and Top Management Support. Survey questionnaires were circulated to ERP users in companies in Jordan, which led to the collection and analysis of 314 responses in total. The results evidence significant relationship between change Management and top management support with ERP implementation success. However, the outcomes did not support the relationship between Business Process Management and ERP implementation success. This study could assist ERP vendors and consultants in developing countries in preparing certain strategies for dealing with the oddity between their ERP products and ERP adopting organizations. Also, both ERP adopting organizations and managers could attain awareness regarding the intricacies that are inherent in ERP installations in order to prevent obstacles while increasing the possibility of attaining the looked-for results.
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Mannini, Paulo, and Edmir Parada Vasques Prado. "Ferramentas para análise de riscos em projetos de implantação de ERP influenciados por incertezas sazonais." iSys - Brazilian Journal of Information Systems 11, no. 4 (December 21, 2018): 91–116. http://dx.doi.org/10.5753/isys.2018.378.
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Risk management is one of the fundamental points for the success of projects to implement an Enterprise Resource Planning (ERP). One aspect that significantly influences the projects and that should be considered in the risk analysis is the seasonality, although it has been low discussed in the literature. In this sense, this work aims to identify and analyze the most appropriate risk analysis tools for ERP implementation projects influenced by seasonal uncertainties. To achieve the goal, this research was composed by a Systematic Review of Literature and the application of the Delphi technique with Project Management Professionals. The result obtained with this research was the identification of eight more suitable tools to analyze risks in ERP implementation projects influenced by seasonal uncertainties. It was also analyzed separately were the amounts assigned to the risk analysis tools by the Delphi Panel participants.
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Khozouie, Nasim, Yaghoob Farjami, and Masoud Rafighi. "Maintenance ERP Risk management for the Service Industry case study: Hajj and Pilgrimage Organization." INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY 10, no. 2 (July 25, 2014): 1881–87. http://dx.doi.org/10.24297/ijmit.v10i2.640.
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In recent decades, a lot of company across the world have implementedERP systems. Although ERP implementation is a more explored issue, But even ERP implementation ï¬nished satisfactorily, success in ERP adoption is notguaranteed. It depends on the effectiveness process in thepost-implementation ERP systems.There are critical success factors in these projects. In this paper we evaluate critical Risk factor after ERP implementation at Service Industry,especialyHajj and Pilgrimage Organization.
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Yu Stepanov, D. "Using waterfall, iterative and spiral models in ERP-system implementation projects under uncertainty." Journal of Physics: Conference Series 2142, no. 1 (December 1, 2021): 012016. http://dx.doi.org/10.1088/1742-6596/2142/1/012016.
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Abstract The article considers the use of cascade and multi-pass implementation models of corporate information systems in case of business and technological uncertainty. A review of waterfall, iterative and spiral ERP-systems implementation models is given. The business and technological uncertainties inherent in software systems implementation projects are introduced. The basic principles of development complex applications in ERP-systems are analyzed, including the rules of evolution and functionality. One compares business uncertainty for refined requirements in the waterfall and Agile-based implementation models, which operate with a change request and allocation requirements to a new round of development respectively. There is no or minimal technological uncertainty in ERP-systems implementation projects, however high business uncertainty exists, which can not be decreased by any basic implementation approaches. The application area of the waterfall and multi-pass implementation models is clarified for ERP projects from scratch, rollout and evolution under business uncertainty.
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Novikov, Alexander, and Marina V. Sazonova. "Algorithm of Choosing the Enterprise Resource Planning System for Enterprises." International Journal of Enterprise Information Systems 16, no. 4 (October 2020): 146–60. http://dx.doi.org/10.4018/ijeis.2020100107.
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The article is dedicated to pointing out the main principles of choosing modern enterprise resource planning (ERP) system for highly technological domestic enterprises. The article provides criteria for choosing ERP system and the risk group for their implementation. The close dependence of the success of the implementation of ERP systems on the proportion of projects for which the budget has not been exceeded has been revealed; the share of projects for which the excess of the actual period over the planned period of the project occurred and the share of implementation of solutions of the “box” type. The authors conclude that it is necessary to develop an information system that meets the specifics of a particular enterprise, as well as careful planning for the timing and cost of implementing this system.
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Burns, Colm, and Nola Hewitt-Dundas. "Implementation of Discrete and Integrated IT." International Journal of Innovation in the Digital Economy 1, no. 2 (April 2010): 61–76. http://dx.doi.org/10.4018/jide.2010040104.
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Integrated organisational IT systems, such as enterprise resource planning (ERP), supply chain management (SCM) and digital manufacturing (DM), have promised and delivered substantial performance benefits to many adopting firms. However, implementations of such systems have tended to be problematic. ERP projects, in particular, are prone to cost and time overruns, not delivering anticipated benefits and often being abandoned before completion. While research has developed around IT implementation, this has focused mainly on standalone (or discrete), as opposed to integrated, IT systems. Within this literature, organisational (i.e., structural and cultural) characteristics have been found to influence implementation success. The key aims of this research are (a) to investigate the role of organisational characteristics in determining IT implementation success; (b) to determine whether their influence differs for integrated IT and discrete IT projects; and (c) to develop specific guidelines for managers of integrated IT implementations. An in-depth comparative case study of two IT projects was conducted within a major aerospace manufacturing company.
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Štemberger, Mojca, Vesna Vukšić, and Andrej Kovačič. "Business Process Modelling as a Critical Success Factor in Implementing an ERP System." South East European Journal of Economics and Business 4, no. 2 (November 1, 2009): 89–96. http://dx.doi.org/10.2478/v10033-009-0014-3.
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Business Process Modelling as a Critical Success Factor in Implementing an ERP SystemMany enterprises are adopting enterprise resource planning (ERP) systems for improving their efficiency and productivity. Although there are tremendous benefits to implementing an ERP system, there are just as many risks. The problem is that many projects of this type are unsuccessful, mostly due to their complexity being underestimated. The purpose of the paper is twofold: (1) to analyse the critical success factors (CFSs) of ERP implementation projects and (2) to propose a framework based on a composite approach to ERP systems implementation. A special emphasis is given to business process modelling, because the key to the successful choice, implementation and usage of an ERP system is the fit of planned processes in an organisation with processes implemented in the solution. The paper also presents some results of empirical investigation in the field of ERP implementation.
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Motiei, Malihe, Nor Hidayati Zakaria, Davide Aloini, and Mohammad Akbarpour Sekeh. "Developing Instruments for Enterprise Resources Planning (ERP) Post-Implementation Failure Model." International Journal of Enterprise Information Systems 11, no. 3 (July 2015): 68–83. http://dx.doi.org/10.4018/ijeis.2015070105.
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Implementing Enterprise Resource Planning (ERP) projects in many organizations are faced with failure concept in recent years. Researchers focused to implement ERP projects successfully by proposing the success model. However, through these attentions to get ERP benefits, the ERP failure measurement model is required. Therefore, the aim of this study is to develop the instruments for ERP post-implementation failure measurement model. To achieve this outcome, the study firstly evaluates the suitability of Technology-Organization-Environment framework for the proposed conceptual model. Constructs were used for this model included two formative and six reflective constructs. A questionnaire was developed to test the validity and reliability of instrument items. A survey was conducted among Iranian industries to collect data and data analyzed by Smart PLS software. The results indicated that all instruments items included 37 critical risk factors (CRFs) as measurement were acceptable for the ERP post-implementation failure model.
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Sammon, David, and Frederic Adam. "Project preparedness and the emergence of implementation problems in ERP projects." Information & Management 47, no. 1 (January 2010): 1–8. http://dx.doi.org/10.1016/j.im.2009.09.002.
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Sitinjak, Mellyuni, and Riyanto Jayadi. "QUALITATIVE CASE STUDY OF CRITICAL SUCCESS FACTOR IN THREE ERP IMPLEMENTATION PROJECTS." Journal of Information System Management (JOISM) 4, no. 2 (January 25, 2023): 137–46. http://dx.doi.org/10.24076/joism.2023v4i2.991.
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The COVID-19 pandemic has tremendously impacted every aspect of life worldwide. The ERP implementation project also experienced a considerable impact because each stage of the process was carried out online (limited face-to-face meetings). Project management's unpreparedness in implementing the COVID-19 pandemic is one of the critical success factors discussed in this study. This study presents three qualitative case studies and tries to identify what caused an issue in ERP project implementation during the COVID-19 pandemic by comparing the alignment of PMBOK literature to project methodology practices. This study found that several factors do not meet the lack of efficiency standards based on ERP project implementation standards (SAP Methodology). These factors affect project targets in the main characteristics of each SAP ERP implementation step, namely data integrity and best practices. PMO requires commitment from each stakeholder to carry out project activities according to plan. Project evaluations must be carried out periodically so PMO can still complete the project according to plan. Keywords: Project Management, Project Methodology, PMBOK, ERP, Critical Success Factor
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Francalanci, Chiara. "Predicting the Implementation Effort of Erp Projects: Empirical Evidence on SAP/R3." Journal of Information Technology 16, no. 1 (March 2001): 33–48. http://dx.doi.org/10.1080/02683960010035943.
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This paper investigates the impact of the technical size and organizational complexity of SAP/R3 projects on implementation effort. Traditional models for predicting software implementation effort tie measures of code size and programming complexity to development time. ERP projects shift a significant proportion of the implementation effort from code development to the parameterization of a pre-existing software package. At the same time, they move complexity from technical to organizational factors since they force companies to adapt to predefined work processes embedded in the software. This paper redefines the concepts of size and complexity for ERP projects and empirically verifies their impact on implementation effort. Specifically, project size is measured in terms of the number of SAP modules and submodules that are implemented, while complexity is defined as the organizational scope of the project in terms of users involved and overall company size. Hypotheses are tested on 43 SAP/R3 projects conducted in a cross-section of manufacturing companies. The findings show that both the technical size and organizational complexity of projects are relevant drivers of implementation effort. The results indicate that implementation effort not only grows with the number of modules and submodules that are selected for implementation, but that SAP is found to require increasing resources to be implemented in larger companies and for a higher number of users, thus indicating that, while there is a technical component of effort that is independent of the organizational breadth of the project, each user adds an organizational component of costs.
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Pacolli Bahtijarevic, Melinda. "REDEFINITION OF “SUCCESS” WHEN IMPLEMENTING INFORMATION SYSTEMS – FOCUS ON ERP SYSTEMS IN KOSOVO." Knowledge International Journal 28, no. 5 (December 10, 2018): 1699–704. http://dx.doi.org/10.35120/kij28051699m.
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We live in the Information Age, where traditional industry is rapidly shifting to an economy based on Information Technology, known also as Digital Revolution. Said that, ERP (Enterprise Resource Planning) systems are the best example of a technology which has become a necessity and a must for every organization which aims growth, be that a small, medium or large enterprise. Both, the theory and practice, intensively promote that implementing an ERP system will bring the organization to the skies, which indeed is true, but only if the ERP implementation is successful. A partially implemented or failed ERP implementation can only bring debts and headaches. For more, this technology is not cheap, so before spending thousands and millions it is very important to clarify few concepts. Especially because, nonetheless high diffusion, the successful implementation rate of ERP systems is low and many firms do not achieve intended goals [1].The main objective of this paper is to assess and evaluate successfulness concept of ERP implementations aiming to identify a specific and concrete definition on ERP Success. Case Study Methodology was distinguished as most appropriate for complex and real-life projects investigation, and Mixed methods approach was selected in order to enrich the research from both perspectives, quantitative and qualitative. To ensure the triangulation data was retrieved from different evidence sources like interviews, author’s audit trail as the direct observer and action/intervention activities, and different documents and archival records. To construct credibility of the analysis in this research, the Author had a prolonged engagement with participants since the very first project initiation activities, and even after the Go-live phase when the project was accomplished and the Final Acceptance was issued by the client. To give it a final touch for the Analysis Credibility, we study the negative case. Furthermore, the Reliability and Conformability were constructed by careful examination of the detailed audit trail constructed by the author as active observer in this research.The results from the secondary research, the systematic literature review, show that none of the carefully examined researches on key success factors for ERP implementations has ever provided any kind of definition on what the success indeed means. Indirectly they tend to weight the ERP success in terms of time and cost, and sometimes also in terms of the goals achieved, but without explicitly explaining the measure for evaluation at any moment. On the other hand, the results from the primary research, case studies, dement the big trio: 1. Time, 2. Cost and 3. Objectives as the only or main evaluation factors of success. Successful project management doesn’t necessarily mean successful project, and the notion of success goes beyond all that when ERP implementations are in question. Projects may finish on time and within budget, but if the implemented ERP system is not used to its 100% for what it was aimed, then there is no success to celebrate. Furthermore, what a successful project is to the Project Manager is not necessarily also to the Business Manager. The secondary research results helped in developing two hypothesis, which were then tested through the primary, case study research. The results from the primary research dement the hypothesis 1, that says that If the ERP implementation project is finished on time, within budget and fulfils all its objectives, the project can be considered as successfully completed. An ERP implementation project success goes far beyond this definition. On the other hand the hypothesis 2 reveals to be true, what a successful project is to a project manager, is not to the business manager. The project success needs to be defined while considering all the involved parties or stakeholders.
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Moeinedini, Mina, Sadigh Raissi, and Kaveh Khalili-Damghani. "A fuzzy fault tree analysis based risk assessment approach for enterprise resource planning projects." International Journal of Quality & Reliability Management 35, no. 5 (May 8, 2018): 1115–41. http://dx.doi.org/10.1108/ijqrm-03-2016-0037.
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Purpose Enterprise resource planning (ERP) is assumed as a commonly used solution in order to provide an integrated view of core business processes, including product planning, manufacturing cost, delivery, marketing, sales, inventory management, shipping and payment. Selection and implementation of a suitable ERP solution are not assumed a trivial project because of the challenging nature of it, high costs, long-duration of installation and customization, as well as lack of successful benchmarking experiences. During the ERP projects, several risk factors threat the successful implementation of the project. These risk factors usually refer to different phases of the ERP projects including purchasing, pilot implementation, teaching, install, synchronizing, and movement from old systems toward new ones, initiation and utilization. These risk factors have dominant effects on each other. The purpose of this paper is to explore the hybrid reliability-based method is proposed to assess the risk factors of ERP solutions. Design/methodology/approach In this regard, the most important risk factors of ERP solutions are first determined. Then, the interactive relations of these factors are recognized using a graph based method, called interpretive structural modeling. The resultant network of relations between these factors initiates a new viewpoint toward the cause and effect relations among risk factors. Afterwards, a fuzzy fault tree analysis is proposed to calculate Failure Fuzzy Possibility (FFP) for the basic events of the fault tree leading to a quantitative evaluation of risk factors. Findings The whole proposed method is applied in a well-known Iranian foodservice distributor as a case study. The most impressive risk factors are identified, classified and prioritized. Moreover, the cause and effect diagram between the risk factors are identified. So, the ERP leader can plan a low-risk project and increase the chance of success. Originality/value According to the authors’ best knowledge, such approach was not reported before in the literature of ERP risk assessments.
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Zare, Ali, and Ahad Zare Ravasan. "An Extended Framework for ERP Post-Implementation Success Assessment." Information Resources Management Journal 27, no. 4 (October 2014): 45–65. http://dx.doi.org/10.4018/irmj.2014100103.
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Implementing enterprise resource planning systems is a sophisticated, lengthy and costly process which tends to face serious failure. Thus, it is essential to perform the success assessment at the post-implementation stage of an ERP project to evaluate how much the system has succeeded in achieving its predetermined objectives. This paper proposes a practical and extended framework for assessing a firm's ERP post-implementation success. The factors contributing to the post-implementation success assessment have been adapted from the original model of Ifinedo et al. (2010) encompasses service quality, system quality, information quality, individual impact, workgroup impact, and organizational impact surrogates. Also, a new surrogate of inter-organizational impact proposed in this research. Using this model, the firm's ERP system success can be determined and the required improvement projects can be proposed to promote the success level. The proposed model is then applied to a real international company in the field of manufacturing and supplying turbines to measure the firm's ERP post-implementation success. Finally, the results of the assessment are discussed.
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Farzaneh, Mandana, Iman Raeesi Vanani, and Babak Sohrabi. "A Survey Study of Influential Factors in the Implementation of Enterprise Resource Planning Systems." International Journal of Enterprise Information Systems 9, no. 1 (January 2013): 76–96. http://dx.doi.org/10.4018/jeis.2013010105.
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Enterprise Resource Planning systems (ERP) play a significant role in the management of businesses processes. Determining the influential factors that are positioned behind a successful ERP implementation is critical to gain the most value-added from competitive potentials of such systems. The driver of current research is to gain a deeper understanding of the various subjective criteria to measure ERP implementation success with the aim of enhancing the chance success through investigating ERP implementation performance indicators. By exploring the international literature, a comprehensive list of potential success factors of ERP systems is identified which are complementary and critical to the ERP projects. Subsequently, reliability analysis and factor analysis were conducted to categorize the preliminary list into a final set of critical success factors for each of the primary factors. Therefore conducting an Exploratory Factor Analysis, three final factors were proposed as the main factors for evaluating the success of ERP implementation which are social, intellectual, and technical factors. The rest of indicators have been grouped under these categories. The result of current research is a firm basis for the interested scholars and practitioners to formulate their empirical attempts upon and proceed with every aspect of the ERP project according to the guidelines provided.
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Lech, Przemyslaw. "ERP Project Success Perception by the Adopters." International Journal of Information Technology Project Management 4, no. 1 (January 2013): 13–26. http://dx.doi.org/10.4018/jitpm.2013010102.
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The purpose of this paper is to determine how the context of the deviations from the planned budget and/or schedule affect the success perception of the project in the eyes of the project management and top management of an adopting organization on a basis of three Enterprise System implementation projects, none of which has met the time-budget criterion. The projects are evaluated against the lists of project failure factors commonly cited in the literature. The results of the study show that deviation from the initially planned schedule and/or budget does not affect the success perception, providing that the project was properly managed and its business outcome is achieved.
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Makki, Arwa Mukhtar, and Tarig Mohamed Ahmed. "Enhancing RCIES Model." International Journal of Enterprise Information Systems 11, no. 4 (October 2015): 79–98. http://dx.doi.org/10.4018/ijeis.2015100104.
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Risk identification and prioritization is very essential activity in any successful strategic risk management process. Developing a plan for dealing with such problems reduces the impact of unexpected risks and failures while prioritizing risks draws attention, efforts and resources to the risks with great impact on projects success. The aim of this paper, is to identify the critical risk factors in an ERP project through a case study of a successful implementation of an ERP system in a Sudanese organization and to understand how the organization implemented the appropriate controls to minimize its business risks impact. To achieve this objective, a number of key articles were reviewed and analyzed to understand the different critical risk factors influence ERP implementation. New risk factors and controls influence ERP implementation have been identified. A new model of ERP implementation critical risk factors was developed. Furthermore, the risk factors were classified into categories, probability, impact and proximity, then using a prioritizing tool, the results of this study contributes to risks identification and prioritization by pointing to the less priority and the most critical risk factors.
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Gibbs, Martin. "A (New) Look at User Participation in an ERP." International Journal of Knowledge-Based Organizations 4, no. 3 (July 2014): 1–7. http://dx.doi.org/10.4018/ijkbo.2014070101.
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Engaging users in an enterprise resource planning (ERP) implementation is not new. Research espouses the benefits of user participation in such major projects, and often takes it for granted that users are involved. What is missing is an assessment of how best to engage users, when to involve them, and how much decision-making and influence they are allowed. This paper highlights findings from a single case study, and encourages future research to develop a newer understanding of user participation. Key components of successful user engagement include an integrated team approach, a balance of workload, the need for expertise at all levels, organizational and project commitment, effective decision-making, the reduction of competing resources or projects, and the maintenance of user participation post-implementation. As ERP systems mature and companies upgrade and maintain their systems, the concept of user participation should remain a core component of ERP research and practice.
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Yassien, Eman, Raja'a Masa'deh, Monira Mufleh, Ala'aldin Alrowwad, and Ra'ed Masa'deh. "The Impact of ERP System's Usability on Enterprise Resource Planning Project Implementation Success via the Mediating Role of User Satisfaction." Journal of Management Research 9, no. 3 (June 27, 2017): 49. http://dx.doi.org/10.5296/jmr.v9i3.11186.
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Organizations in the current environment need to create and sustain their competitive advantages. ERP (Enterprise Resource Planning) solutions are considered a strong tool that helps organizations to succeed and arise. But ERP projects’ implementation has relatively low success rates in which it may affect and shake the whole organizational performance. This study searches the power of software usability to achieve ERP Project Implementation Success (ERP-PIS) considering the mediating role of user information satisfaction (UIS). A set of research's hypotheses have been constructed. This study adapts a positivism view, using the survey strategy. The questionnaires were filled by 106 managers who use ERP systems or affected by ERP systems in different organizations. The findings of the research ensure the fitness of the model, and that mediation role of user information satisfaction (UIS) in Jordan is highly visible. Also, the research shows up the strong power of usability to achieve ERP-PIS. Based on the findings, development of ERP applications would be improved by software organizations in terms of usability, and organizations need to acquire ERP applications would also improve their decisions in choosing an ERP solution.
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Полуэктова, Наталия Робертовна. "Modeling the participant's behavior in projects of erp implementation." Technology audit and production reserves 5, no. 2(19) (October 2, 2014): 75. http://dx.doi.org/10.15587/2312-8372.2014.28104.
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Kocakulah, Mehmet C., and Dana R. Willett. "Enterprise Resource Planning (ERP) System Implementation: Promise and Problems." Review of Business Information Systems (RBIS) 7, no. 3 (July 1, 2003): 35–44. http://dx.doi.org/10.19030/rbis.v7i3.4522.
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The experiences of the two businesses presented here correlate well with the success factors iden-tified in the literature related to implementation of enterprise resource planning systems. The im-portance of successful ERP system planning and deployment becomes evident when con-sideration is given to the resources companies devote to these projects and the advantages promised and often realized as a result of business process improvement through ERP. As enterprise resource planning continues to evolve, its importance seems likely to grow. This evolution will allow ERP to expand to serve smaller and smaller businesses and businesses with more specialized enterprise resource planning needs. To truly serve these institutions, ERP deployments must become more reliable through the further refinement of success factor analysis.
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Nicoletti Junior, Alaercio, Mauro Luiz Martens, and Maria Célia de Oliveira. "ERP Implementation Project in a brewing manufacturer: the quality attribute as a performance differential." Brazilian Journal of Operations & Production Management 15, no. 4 (September 12, 2018): 517–27. http://dx.doi.org/10.14488/bjopm.2018.v15.n4.a5.
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This article aims to discuss the importance of the focus on quality attributes in an ERP system implementation project in a Brazilian brewing industry. The quality, as part of the "iron triangle" for conducting projects, can be monitored and associated with the project performance from the indicators associated to the quality attributes. The case study covered an Enterprise Resources Planning (ERP) system implementation on 6 business units of a brewing manufacturer distributed in different regions of Brazil, followed for eighteen months and it involved interviews with stakeholders, analysis of routines and documents, and people observation. The success of the project could be attributed to the performance indicators by meeting the design assumptions and the perception of the teams and project managers.