Дисертації з теми "ERP implementation projects"
Оформте джерело за APA, MLA, Chicago, Harvard та іншими стилями
Ознайомтеся з топ-50 дисертацій для дослідження на тему "ERP implementation projects".
Біля кожної праці в переліку літератури доступна кнопка «Додати до бібліографії». Скористайтеся нею – і ми автоматично оформимо бібліографічне посилання на обрану працю в потрібному вам стилі цитування: APA, MLA, «Гарвард», «Чикаго», «Ванкувер» тощо.
Також ви можете завантажити повний текст наукової публікації у форматі «.pdf» та прочитати онлайн анотацію до роботи, якщо відповідні параметри наявні в метаданих.
Переглядайте дисертації для різних дисциплін та оформлюйте правильно вашу бібліографію.
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.
Повний текст джерелаPlotnikova, 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.
Повний текст джерелаThe 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.
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.
Повний текст джерелаMiterev, 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.
Повний текст джерелаKoch, 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.
Повний текст джерелаYazdani, 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.
Повний текст джерелаVecchia, 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.
Повний текст джерелаAs 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.
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.
Повний текст джерелаMade 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.
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.
Повний текст джерелаSouček, Luboš. "Implementace ERP řešení v podnikovém prostředí." Master's thesis, Vysoká škola ekonomická v Praze, 2015. http://www.nusl.cz/ntk/nusl-193934.
Повний текст джерелаAndersson, Mari-Louise. "Securing an ERP Implementation." Thesis, Växjö University, School of Mathematics and Systems Engineering, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:vxu:diva-1882.
Повний текст джерелаAn implementation project of an ERP system results in large changes. Organizations
that face an ERP implementation project have several risks to
consider in order to avoid problems that cause failures. The purpose of
this research is to extend existing models and create a method for implementation
of ERP systems. The method has then been employed to an
ongoing project at the department of Procurement and Supply at Ericsson
Mobile Platforms in Lund. Objectives for the research are to consider
which implementation strategy can be used and how an organization can
minimize risks.
The research approach and methodology is influenced by the qualitative
research method since it was necessary to gather qualitative facts instead
of quantitative facts. Included is also a case study due to the research is
executed within Ericsson Mobile Platforms in Lund.
There are two main opposite implementation strategies, Big Bang and
Step-by-Step. The choice of implementation strategy depends on number
of factors like the size of the organizations, complexity and resources.
A method of ERP implementation has been put forward as a result of the
integrated models. The method includes an overall model and a check list.
Risk identification is a problem that many implementation project faces, a
way to solve this is to make a careful risk analysis, a risk matirx with several
identified risks are putted forward throughout this study.
Skálová, Terézia. "Implementace ERP systému s využitím projektové metodiky PRINCE2." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2017. http://www.nusl.cz/ntk/nusl-319398.
Повний текст джерелаForejtek, Michal. "Návrh projektu zavedení ERP systému ve vybrané společnosti." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2014. http://www.nusl.cz/ntk/nusl-224394.
Повний текст джерелаJuřík, Vlastimil. "Implementace leasingového řešení do ERP Microsoft Dynamics Navision." Master's thesis, Vysoká škola ekonomická v Praze, 2015. http://www.nusl.cz/ntk/nusl-201659.
Повний текст джерелаMiškaříková, Andrea. "Implementace ERP systému s využitím metod projektového managementu." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2016. http://www.nusl.cz/ntk/nusl-240799.
Повний текст джерелаCarvalho, Sandro Seibt. "An analysis of critical success factors in ERP implementation." reponame:Repositório Institucional do FGV, 2011. http://hdl.handle.net/10438/8536.
Повний текст джерелаApproved for entry into archive by Gisele Isaura Hannickel (gisele.hannickel@fgv.br) on 2011-08-22T12:12:10Z (GMT) No. of bitstreams: 1 DISSERT_SANDRO SEIBT CARVALHO.pdf: 549630 bytes, checksum: ed8ea6691b195c93f3d92aa0e373040d (MD5)
Approved for entry into archive by Gisele Isaura Hannickel (gisele.hannickel@fgv.br) on 2011-08-22T12:25:13Z (GMT) No. of bitstreams: 1 DISSERT_SANDRO SEIBT CARVALHO.pdf: 549630 bytes, checksum: ed8ea6691b195c93f3d92aa0e373040d (MD5)
Made available in DSpace on 2011-08-22T12:28:01Z (GMT). No. of bitstreams: 1 DISSERT_SANDRO SEIBT CARVALHO.pdf: 549630 bytes, checksum: ed8ea6691b195c93f3d92aa0e373040d (MD5) Previous issue date: 2011-05-05
Essa tese foca em diferentes perspectivas sobre CSF (Fatores Críticos de Sucess) em implementações de ERP (Enterprise Resource Planning). A literatura atual foca nos CSF sob o ponto de vista da alta gerência da organização e classifica esses CSF baseado nessa visão. Essa tese irá apresentar a visão do time de implementação de ERP sob os principais CSF e irá utilizar um estudo de caso para avaliar se a alta gerência e o time de implementação compartilham a mesma visão. Além disso ess tese irá propor uma relação entre o sucesso na implementação de ERP e os CSF pesquisados, usando o método PLS (Partial Least Squares) para analisar as respostas do time de implementação a um questionário desenvolvido para medir sucesso na implementação de ERP.
Ahlberg, Johan, and Amanda Araskog. "Projektmodell för införande av affärssystem : Ett konsultbolags implementeringsprocess i tjänsteföretag." Thesis, Linköping University, Linköping University, Department of Management and Engineering, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-18533.
Повний текст джерелаCompanies acquiring ERP systems are often dissatisfied with the project and therefore consultancy firms wish to make use of project models in order to achieve success in implementations. Since research on ERP implementations in service companies is limited, there is a need for mapping of critical activities in implementation projects in this line of business. Under these premises, the purpose of our master thesis is to develop a model for implementation of ERP systems, specified in activities, which can be used by mid-sized consultancy firms with mid-sized qualified service companies as customers.
A literature study including project models, modern models and methodologies for ERP implementation, commonly existent activities, success factors and system development methods was carried out. Starting out with this, a theoretical model for ERP implementation was generated. In excess of this, a case study was conducted, where the implementation of the ERP system Microsoft Dynamics AX at the service company Eurostep, performed by the consultancy firm Medius, was studied. A comparative analysis was performed, where the theoretically deduced model of ERP implementation was complemented and revised.
The result of the master thesis is a consultancy model with four phases, with related activities, for ERP implementation in service companies. In order to fulfill the needs identified in the study, the model includes the following:
- Clear responsibility distribution
- Milestones as ending criteria
- Suitable ways of work within the phases
During the study the need for an anchoring and commitment process, and the need to consider the customer’s features, emerged. This can contribute to consultancy firms getting enough involvement in the project from their customers, which is important in order to achieve desired quality and to finish the project within the given time frame.
Företag som anskaffar affärssystem är ofta missnöjda med projektet och konsultbolag önskar därför använda sig av projektmodeller för att lyckas med införanden. Eftersom forskningen kring affärssysteminföranden i tjänsteföretag är begränsad, finns ett behov av kartläggning av kritiska aktiviteter i införandeprojekt hos denna typ av företag. Mot bakgrund av detta är syftet med vårt examensarbete att utveckla en modell för införande av affärssystem, konkretiserad i aktiviteter, som kan användas av medelstora konsultbolag med medelstora kvalificerade tjänsteföretag som kunder.
En litteraturstudie innefattande projektmodeller, moderna modeller och metodiker för affärssystemimplementering, vanligt förekommande aktiviteter, framgångsfaktorer och systemutvecklingsmetoder genomfördes. Med utgångspunkt i denna togs en teoretisk modell för affärssysteminföranden fram. Utöver detta gjordes en fallstudie där implementeringen av affärssystemet Microsoft Dynamics AX hos tjänsteföretaget Eurostep, som genomförs av konsultbolaget Medius, studerades. En komparativ analys genomfördes av det studerade fallet, där den teoretiskt framtagna modellen för affärssysteminförande kompletterades och reviderades.
Resultatet av examensarbetet är en konsultmodell med fyra faser, med tillhörande aktiviteter, för affärssysteminförande i tjänsteföretag. För att uppfylla de i studien identifierade kraven inkluderar modellen följande:
- Tydlig ansvarsfördelning
- Milstolpar i form av avslutskriterier
- Lämpligt arbetssätt inom faserna
Under studien framkom att en förankrings- och engagemangsprocess behövs, samt att hänsyn behöver tas till kundens egenskaper. Detta för att konsultbolag ska få sina kunder tillräckligt involverade i projektet, vilket är viktigt för att nå önskvärd kvalitet och för att kunna slutföra projektet inom dess givna tidsramar.
Mannini, Paulo. "Métodos e recursos de análise de riscos para projetos de implantação de ERP influenciados por incertezas sazonais." Universidade de São Paulo, 2018. http://www.teses.usp.br/teses/disponiveis/100/100131/tde-20092018-132916/.
Повний текст джерелаRisk management is one of the key points for the success of Enterprise Resource Planning (ERP) implementation projects, since they are complex jobs with large investments, long periods and high risk. 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 respect, this work aims to identify and analyze the most suitable resources risk analysis methods and resources for ERP implementation projects influenced by seasonal uncertainties. In the context of this work, seasonal uncertainties mean uncertainties taking place at certain times of the year, while the probability of appearance will be different from these periods to others. To reach the goal, this work was divided into four parts. The first of these is the Systematic Review of Literature, which was carried out to identify methods used recently in literature researches to analyze risks in projects. Subsequently, with the selected papers in the RSL, a semantic content analysis was performed to decompose the methods identified in risk analysis resources. The importance degree of the risk analysis resources to the ERP implementation projects influenced by seasonal uncertainties was validated through the Delphi technique, with the support of project management specialists. The Delphi technique was performed in two rounds that lasted approximately 30 days each, finishing the second round with a high agreement of opinions among 16 participants, calculated through the coefficient of agreement W of Kendall. Finally, the information obtained with the Delphi technique also allowed to prioritize the risk analysis methods for these types of projects. The result obtained with this research was the identification of six most suitable methods and eight most suitable resources to analyze risks in ERP implementation projects influenced by seasonal uncertainties. Among the most adequate risk analysis methods, the Probability and Impact Matrix method was a highlight, as it was identified in the literature using resources like \"Probability and impact analysis\", \"Probability and impact matrix\" and \"Risks categorized by project phase\", classified as very important to analyze risks in these types of projects. It was also analyzed, separately, the importance given to the risk analysis resources by the Delphi panel participants, formed by Project Professionals and Directing Professionals. Among the six most suitable risk analysis methods for ERP implementation projects influenced by seasonal uncertainties, three methods are not traditional in the project risk management area, which contributes to professionals and researchers to know and consider such methods in these types of projects
Bergamaschi, Sidnei. "Um estudo sobre projetos de implementação de sistemas para gestão empresarial." Universidade de São Paulo, 1999. http://www.teses.usp.br/teses/disponiveis/12/12133/tde-27122003-224740/.
Повний текст джерелаThis research, organized under the form of a Mastership Dissertation in Business Administration, studies the factors involved in the implementation of ERP Enterprise Resources Planning systems, in the context of companies that use that sort of system. Besides a research, this essay is also composed by a bibliographical revision on the main approached subjects, such as: integrated software packages for business management; project management; critical success factors in projects; BPR business process reengineering; and adoption of new technologies. For the execution of the research, a survey was accomplished with a sample formed by 43 companies in Brazil, that had already implemented or it was in an implementation project of some ERP software. The results obtained with the analysis of the data outline a chart on the projects of ERP software implementation in Brazil, besides establishing the existence or not of relationships among some factors, considered critical in that project, and the success of the projects.
Kočí, Martin. "Studie softwarové podpory výrobních procesů." Master's thesis, Vysoké učení technické v Brně. Fakulta strojního inženýrství, 2016. http://www.nusl.cz/ntk/nusl-241856.
Повний текст джерелаVodička, Jakub. "Kritické faktory implementace ERP systému pro výrobce průmyslových těsnění." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2017. http://www.nusl.cz/ntk/nusl-317096.
Повний текст джерелаBill, Štěpán. "Kritické faktory implementace ERP systému pro řízení vzdělávání pracovníků ve společnosti HELLA AUTOTECHNIK NOVA, s.r.o." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2015. http://www.nusl.cz/ntk/nusl-224883.
Повний текст джерелаPapageorgiou, Sofronis. "Critical Success Factors in ERP Systems Implementations in the Cypriot Public Sector." Thesis, Umeå University, Umeå School of Business, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-18490.
Повний текст джерела
One of the major advancements in the IT industry during the 1990s was the development of Enterprise Resource Planning (ERP) systems. Beyond the high costs and significant amount of effort needed to implement such a system, the possible benefits for the organization in achieving more efficient operations and improving its competitive stance in the competitive business environment have been undoubted.
The high failure rates of ERP systems implementations (Soh et al., 2000; Willis and Willis-Brown; 2002) have paved the way for a chase from both academicians and practitioners to understand and pinpoint the critical success factors that positively impact this type of projects’ success.
Research has been done for ERP implementations in numerous environments but there is a serious gap in the literature regarding implementations in the Cypriot context. Furthermore, after the island’s accession to the European Union (EU) in 2004, the need for the governmental sector to harmonize its systems and processes according to EU directives and to provide efficient services through transparent processes to citizens of Cyprus urged public organizations to proceed with the adoption of ERP systems to serve these purposes from both technological and business aspects.
This thesis aims to investigate the critical success factors that foster the successful rollout of ERP implementation projects in Cypriot public sector organizations. From the literature review a research proposition is devised through the development of a theoretical framework consisting of 10 critical success factors. These factors are examined in the specific project environment and their applicability and impact in successful implementations is determined.
A qualitative approach has been followed, through a multiple-case study in three Cypriot public sector organizations, by conducting a set of 9 semi-structured interviews and analyzing the results to determine the theoretical framework’s fit in the particular context and furthermore to determine the criteria which are used to determine ERP implementation success in the specific projects.
The results of the study indicate that project success is evaluated solely based on three criteria; time, cost and quality. In addition, 9 out of the 10 factors of the theoretical framework appear to be critical for implementation success.
Saghede, Charlotte, and Emilia Weghammar. "Kritiska framgångsfaktorer att beakta för ett lyckat affärssystemsprojekt." Thesis, Halmstad University, School of Business and Engineering (SET), 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-4678.
Повний текст джерелаAffärssystem är en växande marknad och en självklarhet för många företag idag. Ett affärssystem kan medföra många fördelar, bland annat kortare ledtider, ökad datakvalitet och effektivare processer. För att genomföra ett så lyckat affärssystemsprojekt som möjligt behöver företag ta vissa faktorer i beaktning. Dessa faktorer kallas kritiska framgångsfaktorer. Denna studie behandlar sju kritiska framgångsfaktorer i syfte att se hur dessa beaktats i praktiken. Framgångsfaktorerna är projektplanering, projektstyrning, användarinvolvering och utbildning, förändringsledning, stöd från ledningen, korrekt data och övervakning och mätning. Vi har kommit fram till dessa genom att studera vetenskapliga artiklar och böcker. Undersökningen har utförts med en kvalitativ ansats där intervjuer genomförts på två företag, med en representant från vardera projektgrupp, som nyligen implementerat ett affärssystem. Även användare av affärssystemet på respektive företag har intervjuats för att få deras synvinkel på affärssystemsprojektet. Resultatet av undersökningen visar på att inget av företagen medvetet har tagit kritiska framgångsfaktorer i beaktning vid deras affärssystemsprojekt. De har inte tänkt på kritiska framgångsfaktorer i den bemärkningen, men ändå tagit hänsyn till vissa av de punkter som vi identifierat i teorin. Den slutsats vi kan dra är att företag kan lyckas med affärssystemsprojekt även om de inte tagit alla kritiska framgångsfaktorer i beaktning.
ERP systems is a growing market and very important for many businesses today. An ERP system can bring many advantages, including shorter lead times, improved data quality and more efficient processes. In order to execute successful ERP projects businesses need to take certain factors into consideration. These factors are called critical success factors. This study addresses seven critical success factors in order to see if these are taken into consideration in a real project. The seven critical success factors are project planning, project management, user involvement and training, change management, top management support, accurate data and monitoring and measuring. We identified these by studying scientific papers and books. The study was conducted with a qualitative approach in which interviews were conducted in two companies, with one representative from each project team, which recently implemented an ERP system. Users of the ERP system at each company were also interviewed to obtain their view on the ERP project. The result of the study shows that none of the companies deliberately took the critical success factors into consideration in their ERP projects. The companies had not thought of critical success factors in those terms but they still took some of the points that we had identified in the theory into consideration. The conclusion is that companies can succeed in ERP projects, even if they don’t take all of the critical success factors into consideration.
Kovařík, David. "Výběr a implementace informačního systému." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2017. http://www.nusl.cz/ntk/nusl-318303.
Повний текст джерелаVan, Eeden Joubert. "A generic business model and management information system for quick ERP implementation in a project-driven SME." Thesis, Stellenbosch : Stellenbosch University, 2002. http://hdl.handle.net/10019.1/52640.
Повний текст джерелаENGLISH ABSTRACT: A demand exists in SMEs to implement an ERP system to provide intime transaction and management information to the employees and management respectively. The reason for this study developed from problems experienced in the past with ERP implementations. As a first step, a generic business model for project management in an SME was developed. This business model is based mainly on the PMBOK. Experienced project management consultants provided inputs for the business model. CAE accepted the business model after a few reviews. The business model was implemented in CAE and the employees trained to perform their daily tasks on Omuzik by using the processes suggested by the business model. The five main processes in the project management business model are Initiating, Planning, Executing, Controlling and Closing. The model is complete with inputs to the processes and the resulting outputs from them. The business model was implemented on Omuzik, and comments were included with every business process. Reports for project management were developed to provide in the information requirements of the project managers. The reports developed and deployed aim at providing detail and summary information to assist project managers in performing project control. The reports were developed and implemented and are currently used by the CAE project managers. The project management business model and reports fit into the bigger project for the complete enterprise with great success. The bigger project has completed the templates and is ready for the first fast implementation where the methodology will be tested.
AFRIKAANSE OPSOMMING: 'n Behoefte bestaan by kleinsakeondernemings om ERP-stelsels te implementeer om in hulle intydse inligtingsbehoeftes vir transaksieinligting aan werknemers en bestuursinligting aan bestuur te voorsien. Die rede vir hierdie studie het ontwikkel uit die probleme wat in die verlede met ERP-implementerings ondervind is. As 'n eerste stap is 'n generiese besigheidsmodel vir projekbestuur in 'n kleinsakeonderneming ontwikkel. Die besigheidsmodel is hoofsaaklik op die PMBOK gebaseer. Ervare projekbestuur konsultante het insette gelewer vir die besigheidsmodel. CAE het die besigheidsmodel ná 'n paar hersienings aanvaar. Die besigheidsmodel is geïmplementeer, en die werknemers is opgelei om in hulle daaglikse werk Omuzik vir die voorgestelde besigheidsmodelprosesse te gebruik. Die vyf hoofprosesse in die projekbestuur-besigheidsmodel is Inisiasie, Beplanning, Uitvoer, Beheer en Afsluiting. Die model is afgehandel met insette vir die prosesse en die resulterende uitsette daarvan. Die besigheidsmodel is op Omuzik geïmplementeer, en kommentaar is by elke proses ingesluit. Verslae vir projekbestuur is ontwikkel om in die inligtingsbehoeftes van die projekbestuurder te voorsien. Daar word beoog om met die verslae omvattende en samevattende inligting te voorsien aan projekbestuurders om projekbeheer te kan uitoefen. Die verslae is ontwikkel en geïmplementeer en word deur CAE-projekbestuurders gebruik. Die projekbestuur-besigheidsmodel en verslae pas met sukses in by die groter projek vir die totale onderneming. Die groter projek is in die proses om die model te verpak vir die eerste loodsprojek.
Konopáč, Jiří. "Kritické faktory implementace informačního systému kategorie ERP ve společnosti KORA-VODOSTAVING." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2015. http://www.nusl.cz/ntk/nusl-225096.
Повний текст джерелаScafutto, Stefenson Marcus Pinto. "O impacto da implantação de escritório de gerenciamento de projetos (EGP) nas organizações públicas: o caso da Polícia Federal." reponame:Repositório Institucional do FGV, 2013. http://hdl.handle.net/10438/12067.
Повний текст джерелаApproved for entry into archive by Janete de Oliveira Feitosa (janete.feitosa@fgv.br) on 2014-09-26T12:57:03Z (GMT) No. of bitstreams: 1 STEFENSON_SCAFUTTO_DISSERTACAO_APRESENTADA_EBAPE_OBTENCAO_GRAU_MESTRE .pdf: 1125868 bytes, checksum: 59152f790654bfa7e7909fba1d92414c (MD5)
Approved for entry into archive by Marcia Bacha (marcia.bacha@fgv.br) on 2014-10-01T11:55:15Z (GMT) No. of bitstreams: 1 STEFENSON_SCAFUTTO_DISSERTACAO_APRESENTADA_EBAPE_OBTENCAO_GRAU_MESTRE .pdf: 1125868 bytes, checksum: 59152f790654bfa7e7909fba1d92414c (MD5)
Made available in DSpace on 2014-10-01T11:55:36Z (GMT). No. of bitstreams: 1 STEFENSON_SCAFUTTO_DISSERTACAO_APRESENTADA_EBAPE_OBTENCAO_GRAU_MESTRE .pdf: 1125868 bytes, checksum: 59152f790654bfa7e7909fba1d92414c (MD5) Previous issue date: 2013-12-18
In this research, to investigate the positive and negative effects perceived by project managers, members of the management offices and project sponsors after implantation of PMO of the Federal Police in Brazil. Argues that the implementation of EGP has been shown to be a critical success factor for public organizations because projects are structural changes aimed at organizational innovations. The research project employed qualitative methods in four study cases (Headquarters of the Federal Police in Brazil, Federal Police of Rio de Janeiro, Federal Police of São Paulo, Federal Police of Minas Gerais) using semi-structured interviews with the PMOs managers, sponsors and project managers. The foundings showed the positive and negative impacts, the difficulties as challenges of the PMO, as well as the traditional and basic services like the methodology development, trainning and reports distribuition to the high administration.
Este estudo teve por objetivo investigar os efeitos positivos e negativos percebidos pelos gerentes de projetos, membros dos escritórios de gerenciamento de projetos e patrocinadores após implantação do EGP na Polícia Federal do Brasil. Argumenta que a implantação de EGP tem se evidenciado como um fator crítico para o sucesso para as organizações públicas, pois os projetos são mudanças estruturantes que visam inovações organizacionais. Metodologicamente, trata-se de uma pesquisa de natureza qualitativa onde foram aplicadas entrevistas semi-estruturadas com os membros dos EGP’s, gerentes de projetos e patrocinadores dos EGP´s do Órgão central da Polícia Federal e das Superintendências da Polícia Federal do Estado do Rio de Janeiro, São Paulo e Minas Gerais, totalizando quatros estudos de caso. Os resultados indicam o tipo de influência que o EGP exerce na organização. As descobertas apontam os impactos positivos, negativos, dificuldades e desafios dos EGP´s, além dos serviços básicos e tradicionais executados pelos EGP´s como desenvolvimento de metodologias, capacitação e treinamento e distribuição de relatórios para alta administração.
Hasselström, Martin. "Critical Success Factors of an ERP System Implementation : With the Project LES in Volvo Logistics as the case story." Thesis, Karlstads universitet, Handelshögskolan, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-36662.
Повний текст джерелаJelínek, Marek. "Návrh změn informačního systému pro řízení a plánování dopravy." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2012. http://www.nusl.cz/ntk/nusl-223718.
Повний текст джерелаVanderklei, Mark Wynyard. "Risk Control in ERP Implementations: The flow-on effect of prior decision making in the control of risks for Project Managers." Thesis, University of Canterbury. Accounting and Information Systems, 2013. http://hdl.handle.net/10092/9050.
Повний текст джерелаJaša, Jakub. "Optimalizace procesů za využití technologií automatické identifikace ve společnosti DTZ Liberec s.r.o." Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-191755.
Повний текст джерелаElahi, Tajammal. "The Project to Improve Financial Reporting and Auditing (PIFRA) : issues in the implementation of ERP in public sector of Pakistan." Thesis, University of Essex, 2015. http://repository.essex.ac.uk/16002/.
Повний текст джерелаChun, Julie M. "Using a Design for Project Implementation (DFPI) methodology to accelerate Return on Investment (ROI) of an Enterprise Resource Planning (ERP) System." Thesis, Massachusetts Institute of Technology, 2010. http://hdl.handle.net/1721.1/59164.
Повний текст джерелаCataloged from PDF version of thesis.
Includes bibliographical references (p. 85-87).
Corporations continue to grapple with the dilemma of identifying, developing and managing the implementation of meaningful process improvement projects while simultaneously meeting business goals and customer needs. In this thesis we propose a methodology, dubbed Design for Project Implementation (DFPI) that integrates a change management model and engineering design and assessment tools to provide facts and data upon which to base decisions. We suggest that the methodology can be applied via a two-dimensional evaluation process that provides a means of balancing the needs of the business (via an impact to business perspective) and a means to accelerate return on investment (via an ease of project implementation perspective). We propose that the DFPI methodology can be applied in a bottoms-up approach to investigate the value proposition of a project, highlighting critical project elements and making specific recommendations to project leaders. We also suggest that a DFPI integrated business solution (design tools in conjunction with an interactive database) can be applied in a top-down approach, identifying high risk or high leverage areas to leadership sponsors whom can deploy project leaders to investigate the potential opportunities. We tested our hypotheses related to the DFPI methodology and design tools at Raytheon Company. The methodology was deployed on process improvement projects targeted on leveraging the increased capability gained from a recent transition to an SAP enterprise resource planning (ERP) system integrated solution. In this thesis we define the DFPI methodology, describe how the associated design tools can be customized to target any type of business processes within a corporation (by applying it to ERP-related business processes at Raytheon), review the results of our pilot application at Raytheon and conclude with a short discussion of future areas of study.
by Julie M. Chun.
S.M.
M.B.A.
Ľubek, Matej. "Kritické faktory implementace informačního systému kategorie ERP ve společnosti METAL STEEL INDUSTRY, spol. s r.o." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2016. http://www.nusl.cz/ntk/nusl-241647.
Повний текст джерелаAlbertus, Rene Winifred. "Public private partnership contract management failure in information technology service delivery: a qualitative inquiry into the South African Department of Labour ERP implementation project." Doctoral thesis, University of Cape Town, 2016. http://hdl.handle.net/11427/23412.
Повний текст джерелаKácel, Jakub. "Implementace systému ERP a spolufinancování rozvoje ICT z prostředků EU v podmínkách středně velkého výrobního podniku." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2009. http://www.nusl.cz/ntk/nusl-264853.
Повний текст джерелаChang, Jui-chu, and 張瑞珠. "Managing Troubled Projects of ERP Implementation." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/23230785310606547386.
Повний текст джерела國立中央大學
企業管理研究所
99
The 21st century is an era of globalization. With the rapid changes of the global economic environment and the outward shifting of Taiwan’s industry, the challenges that enterprises have to face have grown enormously, such as the shorter life cycle of products, the request for quick response to various customization orders, and the ever-increasing complexity of the supply chain relationship. Speed, flexibility and synchronization have all become important factors that affect enterprises’ viability and development. Besides large and international companies, some of the small and medium-sized enterprises are also aware that they need to promote their competitiveness by adopting some information technology, such as Enterprise Resource Planning (ERP), Supply Chain Management (SCM), Product Lifecycle Management (PLM), Customer Relationship Management (CRM), and other types of packaged software to enhance the production advantage. ERP system may cost millions of dollars to buy, take much time to implement, and often require disruptive organizational changes. The implementation projects were terminated before completion, and failed to achieve their business objectives even a year after implementation. As ERP implementations are difficult, approximately 90 percent of them are late or over budget. It may become a troubled project at any stage during the life cycle of the project. We must detect and correct the causes of a project’s problems before it fails. This study investigated troubled ERP implementation projects, sought the root causes of the troubled projects and determined what actions could be taken to turn around the troubled projects. We used case study methodology. The purpose of this paper was to help determine whether a project is troubled and summarize possible management methods for saving a project while it is still possible or cancelling it with minimal negative impact.
Lin, Yu-Cheng, and 林煜晟. "The Impact of the responsible unit of ERP projects on ERP Project Implementation and ERP Performance." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/72266350899581205630.
Повний текст джерела國立中央大學
企業管理學系
102
Enterprise Resources Planning (ERP) is the system that provide real-time information by an integrated system. As the trend of international, the majority of enterprise begin to adopt this system in order to minimize operating procedures ills in traditional operating procedures, such as waste of manpower, information duplication or delivery delay. However, in the past, the enterprise implemented ERP system, they often focused on the software and other equipment, but ignored how important the team who charged this project. Therefore, after the implementations were complete, the enterprise drew back because of internal exclusion. As a result, the ERP implementation project was failed. In this way, this research hopes to find out the best project team who can let ERP implementation more successful by analyzing companies’ choices. 4276 questionnaires were sent to Taiwanese enterprises in manufacturing and service industries. The research use ANOVA and regression analysis to find the impact of implementation of ERP systems project and ERP performance.
Aslanyan, Armine. "Risks in ERP projects implementation : How communication and business processes re-engineering risks effect ERP projects." Master's thesis, 2017. http://hdl.handle.net/10362/20191.
Повний текст джерелаEnterprise Resource Planning (ERP) systems have been regarded as one of the most important information technology developments in the past decades. While ERP systems provide the potential to bring substantial benefits, their implementations are characterized by large capital outlay, long duration, and high might be a solution to ensure the success of ERP system implementations in organizations. The overall objective of this research is to to provide detailed analysis and impacts of business processes re-engineering and communication risks on ERP projects. At the begging, the research describes ERP systems in conjunction with the nature of Information Technology projects. Research identifies the communication and business processes re-engineering risks in ERP implementation projects and analyzes the causes. Accordingly, a conceptual research framework is presented, and the procedures and research methods are outlined. Secondly, quantitative data is provided based on twenty-one ERP projects implemented in North America. Data accompanied by based analytical statements and conclusions. Thirdly, an approach is developed based on fault tree analysis to decompose ERP systems failure and assess the relationships between ERP project failure and Communication and Business processes re-engineering risks. The principles and processes of this approach and related fault tree analysis and design methods are presented. Fourthly, certain conclusions and practical strategies are proposed. The current research does not only contribute to the body of knowledge of information system risk management, but also can be used as an effective tool for practitioners to actively analyze, assess, and manage the risks of ERP system implementations.
Yazdani, Rashvanlouei Kourosh. "Developing a Framework for International Projects of ERP Implementation." Doctoral thesis, 2017. https://nbn-resolving.org/urn:nbn:de:bvb:20-opus-154000.
Повний текст джерелаThe importance of enterprise systems is increasingly growing and they are in the center of attention and consideration by organizations in various types of business and industries from extra-large public or private organizations to small and medium-sized service sector business. These systems are continuously advancing functionally and technologically and are inevitable and ineluctable for the enterprises to maximize their productivity and integration in current competitive national and global business environments. Also, since local software solutions could not meet the requirements of especially large enterprises functionally and technically, and as giant global enterprise software producers like SAP, Oracle and Microsoft are improving their solutions rapidly and since they are expanding their market to more corners of the globe, demand for these globally branded low-defect software solutions is daily ascending. The agreements for international ERP implementation project consultancy are, therefore, exponentially increasing, while the research on the influencing factors and know-hows is scattered and rare, and thus, a timely urgency for this field of research is being felt. The final developed five-in-five framework of this study, for the first time, collects all mentioned-in-the-history critical success factors and project activities, while sequencing them in five phases and categorizing them in five focus areas for international ERP implementation projects. This framework provides a bird’s-eye view and draws a comprehensive roadmap or instruction for such projects
Lin, Ya-Mei, and 林雅梅. "The Relationship between ERP Pre-implementationDecisions and Implementation Risks in ERP Projects─A Survey on Taiwan’s Manufacturing Firms." Thesis, 2003. http://ndltd.ncl.edu.tw/handle/07045443990169179460.
Повний текст джерела國立中央大學
資訊管理研究所
91
About half of ERP implementations fail to meet expectations. (Stefanou, 2000) Thus, we include the concept of risk management to categorize problems through experienced companies survey. It can make the adopting firms aware of risks what they might encounter during the implementation under the specific selection and project. What we want to say in the study is how to prevent the risks from realization by managerial actions, rather than how to decrease the risks. A mail survey is conducted over the CommonWealth Top 1000 Manufacturers in Taiwan. Out of 138 respondents, 98 firms that have implemented ERP systems considered valid empirical data for us to test our hypotheses. The research findings show that the ERP implementation risks can be categorized into five types, they are ERP systems design, user involvement and training, IT planning and integration, skill mix, and management structure and strategy. If the functions of a firm’s chosen ERP software cannot meet its motivation, the misfit will contribute to the implementation risks. The source and scope of ERP play a moderating role, and budget control has an interaction effect between the motivational misfit and implementation risks. While the schedule, the size, top management support, and the structure have no significant interaction on the relationship between pre-implementation misfits and ERP implementation risks.
Parrotto, Roberto, and Joel Kim. "Strategic leadership effectiveness in ERP implementation projects : A Qualitative Study using Multi-Grounded Theory Approach." Thesis, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-16680.
Повний текст джерелаVan, Scoter Diane J. "Enterprise system implementation projects : a study of the impact of contextual factors on critical success factors." Thesis, 2011. http://hdl.handle.net/1957/26136.
Повний текст джерелаGraduation date: 2012
Crouch, Trevor. "Project management optimisation through the application of learning to consecutive ERP implementations." Thesis, 2006. http://hdl.handle.net/10413/1813.
Повний текст джерелаThesis (MBA)-University of KwaZulu-Natal, Pietermaritzburg, 2006.
Hsu, Jung-Chang, and 徐榮昌. "Moderating Effects of ERP Project Management Variables on ERP Successful Implementation." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/79032454687590097292.
Повний текст джерела國立中正大學
資訊管理學系暨研究所
99
Enterprise resource planning (ERP) systems are large and complex information systems. ERP implementations are frequently failed. Previous studies pointed out that information system project management is critical to information system succes . However, the roles of ERP project management on ERP successful implementation are often neglected. In this research , we examine the moderating effects of ERP project management variables on ERP successful implementation based on Hong and Kim (2002). To empirically test the research model, we conducted a survey to top 500 firms in Taiwan Sixty-nine valid questionnaires were collected. The analytical results indicate that organizational fit of ERP has a positive effect on ERP implementation success. ERP project management variables including team member competence, top management support, user training, and consultant support have significant moderating effects on the relationship between organizational fit of ERP and ERP implementation success. Finally, implcations for academics and practitioners are also provided.
Liu, Nian Yun, and 劉念昀. "Examining Goal Conflicts among Project Members in an ERP Implementation." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/64602110829198189307.
Повний текст джерела國立暨南國際大學
資訊管理學系
98
The implementation of enterprise resource planning system (ERP) system covers a very wide range of organization level, involving organizational restructuring, process reengineering, or re-positioning strategy for innovation in the enterprise constitution, therefore, whether it is own implemented by internal enterprise or searched from external consultants, the problem of implementing ERP system is much more than the other information system. Therefore, when enterprise is implementing ERP system, interaction is very frequent among the members and goal conflict is exist, so that good interaction among members would influence achievement of the ERP system. Therefore, this study will use the agency theory and the way through the case to approach that when ERP system is being implemented, the interaction among project members and conflict may affect the performance. In the case of this study found that, besides conflict between enterprises and consultants, there will be internal conflicts between employees, and communication is usually the most frequently used method to resolve this kind of conflict. In addition, when conflict are arise, except the consultants experience and the attitude of top management, IT department staff hold the diversification role that can be helpful to solve the conflict.
Tang, Mei-Feng, and 唐梅芬. "A Study of Key Factors on Apparel ERP Implementation Project." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/87969652264440026891.
Повний текст джерела輔仁大學
織品服裝學系碩士班
104
ABSTRACT A Study of Key Factors on Apparel ERP Implementation Project (Total Pages:110) AUTHOR: Mei-Feng Tang SUPERVISOR:Dr. Su-Lee Tsai CO- SUPERVISOR: Dr. Yueh-Hsia Huang DEGREE:MS Textiles and Clothing Fu Jen Catholic University Graduate Institute of Textiles and Clothing. DATE OF GRADUATION:June 18, 2014 KEY WORDS:Enterprise Resource Planning (ERP), key successful factor, Delphi method, analytic hierarchy process (AHP). Enterprise Resource Planning (ERP) systems are software modules packages which can be customized up to a certain limit to the specific needs of each organization. ERP is one of the latest technologies that many organizations have undertaken. Unfortunately, many ERP projects have not been effective enough to achieve all the results investigated, due to evidences of high cost and high failure risks in ERP implementation. Therefore, for making the project successful and obtaining benefits as fast as possible, it is critical for the case R enterprise in a textile manufacturing industry to know where and how to improve ERP application. The theoretical framework of this study integrates the prior theories and knowledge gained from several textile industry practitioners for the ERP project . A two-stage method by using Delphi and the analytic hierarchy process (AHP) decision support methodology was conducted. The data collected through the interviews with different levels of managers’ perspectives. Findings of this research illustrate top 10 key factors: 1. clear project plan by defined ERP capacity requirement, limited scope and focused flowchart, 2.goal congruence between ERP project implementation and corporate strategy, 3. the top management support and commitment, 4. the extent of standard operating procedures and institutional processes, 5. user friendly interface, 6. systems integrated with aggressive schedule and timelines, 7. to provide technical assistance for rapid, effective transfer of best practice interventions, 8. good inter departmental communication and coordination on focused issue solution, 9. enabled business process reengineering and 10. solid management for project team building. The findings of this research hopefully could be beneficial to those apparael companies who wish to implement ERP.
Marnewick, Carl. "Ensuring succesful ERP implementations using the vision-to-project framework." Thesis, 2011. http://hdl.handle.net/10210/3852.
Повний текст джерелаEnterprise resource planning (ERP) systems are implemented within organisations to enable them to work more efficiently and enhance productivity. They also ensure that different levels of information are available to managers within the organisation for strategic and tactical decision-making. The implementation of ERP systems is often associated with great costs, they are resource intensive and cover the whole organisation. The implementation of ERP systems is perceived as a project that often fails owing to overrun on cost and time. The return on investment (ROI) is also often questioned once an ERP system has been implemented, since the organisation does not always see the benefits of the ERP system versus the effort and cost of implementing it. The purpose of this thesis is twofold: firstly it determines what an ERP system is and whether it can be subdivided into different components. The focus of this section is on the operational side of an ERP system to determine how it is managed and operated within an organisation. The second focus is on the way that ERP systems are implemented and the management that goes hand in hand with this implementation. The first focus area is addressed by developing a model that explains ERP and the different components within it. It describes the interactions between the different components and how the ERP system affects the organisation. This model provides a better understanding of an ERP system and shows the technology to be mature. The second focus area is addressed by a framework that assists organisations in deriving projects from the organisational vision. This ensures that the implementation of an ERP system will directly support the organisation’s vision and strategies. This addresses the issue of determining the value of the ERP system as well as ROI. The framework also provides alternative ways and methods that can be used to implement ERP systems. The value of this research is firstly that it provides a holistic model of what constitutes an ERP system and its effect on the organisation. ERP systems change not only the financial systems, but also the way the organisation operates. They introduce organisational change. The value of the framework is that it can assist organisations in identifying and implementing projects that will enable the implementation of the organisation’s vision and strategies. This will eliminate any favoured projects that are not in support of the organisation’s vision and can save the organisation’s scarce resources that would have been wasted on these projects. The framework can also assist organisations in determining if they must implement an ERP system and what value this implementation will have for the organisation.
Lin, Pei-chan, and 林珮嬋. "Technology and organizational issues of ERP implementation project under corporate acquisition." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/45470800381925033288.
Повний текст джерела國立臺灣科技大學
工業管理系
103
The paper, based on the practical experience of the author, discourses upon a virtual company by case study method. It describes an old traditional media organization under the impact from digital network, they thought outside the box, deployed the technology of digital convergence, and faced the time of new media. They merged another new foreign TV broadcast company progressively. During the period of merger, the old company, under the total different business culture between both sides, carries out new policy, organizational change, and deployment and integration of information system. When the chairman and senior managers are confronted with the negativism from the traditional organization, It’s the most important how the chairman and senior managers solve the problems in order to run the projects more successfully and complete the mission finally. The related theories to the case are organizational consolidation, organizational change, project management, crisis management, and change management. Through discussion with the case, the readers can refer and deal with the issue under the similar situation.