The relevance of specific csfs for stakeholders during ERP implementation: an empirical study from Oman

The success of ERP systems implementation is affected by the extent to which stakeholders have been prepared for the project activities and its outcomes. Stakeholders’ preparation needs change as the ERP implementation lifecycle progresses and varies across stakeholder groups. Therefore a dynamic model is needed for such preparation. However such a model needs to reflect the relevance of different CSFs to different stakeholder groups at different stages of the ERP implementation life-cycle. This study examines empirical evidence from a survey conducted in Omani organisations to determine what these individual CSFs are and how they are distributed across the ERP implementation life-cycle for different stakeholder groups. The CSFs included in the survey were derived from a structured review of literature. Purposive sampling was used to select respondents representing different ERP stakeholders groups, all respondents had both experience and knowledge of ERP implementations. The survey data are analysed and the distribution of relevant CSFs across the ERP lifecycle for the different stakeholder groups are presente

An Integrated Model For The Implementation of ERP

Enterprise Resource Planning (ERP), an information system attempts to integrate all departments and functions across a company onto a single computer system. Little research, however, has been conducted on collective integrated implementation framework and operatinalization of ERP system. The current research seeks to integrate a prominent model of information system implementation to develop holistic approach to ERP implementation. Using ERP implementation model and Critical Success Factors (CSFs) , and integrated ERP implementation framework is proposed. This framework comprises of two important phases of ERP systems in the organizations, namely implementation processes and CSFs. Each phase comprises of four stages in which the process follows and then the success of ERP implementation is measured by project outcomes and organizational impacts. The process stages and critical success factors are then empirically tested

Measuring ERP Implementation Success with a Balanced Scorecard

The study develops a model for large scale ERP implementation success with the balanced scorecard indicators. Large scale ERP implementation success factors consist of project management competence, knowledge sharing, ERP system quality, understanding, user involvement, business process re-engineering, top management support, organization readiness. Business process re-engineering is the most important factor for achieving the ERP implementation success. It has the significant impact on enhancing organization learning, improving the business process, enhancing employee satisfaction, and obtaining financial benefits. Project management competence is essential to enhance employee satisfaction and financial benefit. Knowledge sharing has the positive impact on learning and financial benefits to the organization. The ERP system quality has a significant effect on improving the internal process of business and enhancing employee satisfaction. Surprisingly, top management support of large-scale ERP project is not related to achieve organization learning and financial benefits

Oral History in Information Systems Research: a reconsideration of a traditional tool

Considerable research has been done on ERP implementation projects and their success in organisations of various size. Project management has been identified as one of the critical success factors of the ERP implementation. The results from IS implementation success studies cannot be generalised to the small and medium business context. Few project management studies investigate project management activities in SME ERP implementation context. Many leading scholars in recent studies recognise outcome-focused approach to projects. This applied to the context of SME ERP projects means the project is not finished until the strategic objectives of the business, which were the rationale for adopting ERP, are realised. In this research, perceived factors of ERP project success from perspective of various stakeholder groups will be investigated and contrasted with IS Model of Success. There is increasing emphasis on determining the best fit project management approach based on type project type. Using the criteria specified in one of the available project typology methods as the framework, different views on SME ERP project type will be examined to obtain greater understanding of best fit project management approach for this type projects. Finally, using PMI’s project management knowledge areas as the structure, the project management activities that could impact achieving ERP adoption objectives will be explored. Data will be collected using semi structured interviews with project managers and ERP consultants. Participants will be asked to reflect on their experiences in SME ERP projects. There are contradictory views on many issues in SME ERP projects in terms of project success, best fit project management approach, and project management practices. Critical hermeneutics as the mode of analysis will be used for interpreting the text and making sense of SME ERP project as a temporary organisation

Pengaruh Dukungan Manajemen Puncak, Manajemen Proyek dan Keterlibatan Pengguna terhadap Tingkat Kesuksesan Implementasi Enterprise Resource Planning pada Perusahaan di Jabodetabek

Enterprise Resource Planning (ERP) systems have become vital strategic tools in today's competitive business environment. Implementation of ERP systems is a highly complex process which is influenced not only by technical, but also by other factors. The purpose of this research to find out factors influencing the success of ERP implementations in companies in Jabodetabek. In this research three factors of success implementation ERP were selected on the bases of previous research that includes top management support, project management and user involvement. The results indicate that top management support and project management are key factors affecting the success of ERP implementations, while user involvement does not affect the success of ERP implementations. Top management support, project management and user involvement affect the success rate of 72.7% of ERP implementations. While the rest equal to 27.3% influenced by other variables not included in this research model. Keywords: Enterprise Resource Planning, Top management support, project management, user involvemen

Understanding the ERP Project Champion Role and Its Criticality

Existence of an adequate project champion role has been identified as a critical success factor in ERP implementation projects. However, the figure of the project champion is not yet quite well understood. Some authors relate it with the project sponsor figure while others relate it with the project manager figure. This paper tries to clarify these concepts. Our research framework has been based upon an extensive ERP literature review and a web survey. The findings of this survey show that the adequate project champion role is that of the project sponsor; respondents also think that both project manager and project sponsor are critical to the success of an ERP implementation project and not merely the project champion figure. We also show the interdependence between project sponsor role, project manager role and ERP project success, for which we present an interdependence model

Assessment of Business Process Maturity Model in Culinary SMEs as a Pre-Stage of Enterprise Resource Planning Implementation

The SMEs sector is predicted to have a surplus of ERP implementation projects in 2024, with 60% of the total implementation projects. However, the ERP implementation growth cannot be separated from the threat of project failure (35%) and project delays (55%). This study measured the maturity of business processes as a pre-implementation stage to reduce the risk of ERP implementation failure. The object studied was three culinary SMEs in Yogyakarta. This paper used McCormack’s theory of business process management maturity model, combined with the ICT maturity model developed by Pham. The assessment showed that the three SMEs were at the lowest level of business process maturity, the ad hoc level. Meanwhile, the ICT maturity varies from inactive to substantial. However, SME A had the eligibility to implement an ERP system but first needed to perform the business process re-engineering. The recommendations were designed for SME A to enhance its business process flow by proposing a business process based on the best practice process used by ERP system providers

Using the partial least squares (PLS) method to establish critical success factor interdependence in ERP implementation projects

This technical research report proposes the usage of a statistical approach named Partial Least squares (PLS) to define the relationships between critical success factors for ERP implementation projects. In previous research work, we developed a unified model of critical success factors for ERP implementation projects. Some researchers have evidenced the relationships between these critical success factors, however no one has defined in a formal way these relationships. PLS is one of the techniques of structural equation modeling approach. Therefore, in this report is presented an overview of this approach. We provide an example of PLS method modelling application; in this case we use two critical success factors. However, our project will be extended to all the critical success factors of our unified model. To compute the data, we are going to use PLS-graph developed by Wynne Chin.Postprint (published version

Critical success factors for the acquisition of enterprise resource planning (ERP): Empirical validation

Implementing an Enterprise Resource Planning (ERP) system project is a difficult and high cost proposition as it places tremendous demands on organization\u27s time and resources. The ERP implementation literature contains many case studies of organizations that have implemented ERP systems successfully. However, many organizations do not achieve success in their ERP implementation projects. Much has been written about implementation and the critical success factors for ERP implementation projects. But there very few studies have scientifically developed and tested constructs that represent critical success factors of ERP implementation projects. Based on a survey of 53 organizations in Australia, the results suggest that a 65 item instrument that measures seven dimensions of ERP implementation is well validated. It is argued that model proposed in the paper is valuable to researchers and practitioners interested in implementing Enterprise Resource Planning systems

CRITICAL SUCCESS FACTORS FOR THE IMPLEMENTATION OF ENTERPRISE RESOURCE PLANNING (ERP): EMPIRICAL VALIDATION

Implementing an Enterprise Resource Planning (ERP) system project is a difficult and high cost proposition as it places tremendous demands on organization\u27s time and resources. The ERP implementation literature contains many case studies of organizations that have implemented ERP systems successfully. However, many organizations do not achieve success in their ERP implementation projects. Much has been written about implementation and the critical success factors for ERP implementation projects. But there very few studies have scientifically developed and tested constructs that represent critical success factors of ERP implementation projects. Based on a survey of 53 organizations in Australia, the results suggest that a 65 item instrument that measures seven dimensions of ERP implementation is well validated. It is argued that model proposed in the paper is valuable to researchers and practitioners interested in implementing Enterprise Resource Planning systems