The real SAP® Business one cost : a case study of ERP adoption in an SME

This paper reports on a UK based service management Small and Medium-sized Enterprise (SME) that invested into SAP® Business One. The action research case study highlights the real cost and difficulties faced in moving to the one single SAP system and the process that was followed in order to identify third-party vendors that can integrate or customise SAP® Business One. This paper highlights the additional costs required to ensure a ‘fit-for-purpose’ solution to close the gap between strategic needs and the existing SAP Business One solution. The gap itself is illustrated by highlighting 10 key functionalities expected by the given service management SME. The actual implementation cost of the Enterprise Resource Planning (ERP) was found to be approximately double the initial SAP costs. The real costs involve time for, among other things, process reengineering, strategic decision making, software add-ons, staff-training, project-management and software maintenance

Small Scale ERP Engine Design

This project set out to create a 1) low-cost, 2) dynamic, and 3) user-friendly small scale ERP software tool. These three key attributes position this product against complex and expensive systems such as SAP or Oracle. While the product still retains the dynamic and financial capabilities any good ERP system should have, the biggest value proposition is its simple and user-friendly interface. The software has a dual product-market fit: for small businesses as a low-cost planning tool, and for universities as a teaching tool. In the design phase, the team kept a primary focus on ergonomic software development while maintaining a subsidiary focus on bringing the product to customers. Through the rapid prototyping process and one scope change, the team was able to meet software functional requirements and develop a go-to-market strategy for this ERP software solution

User Resistance Factor to UTM e-learning in Post- Implementation

E-learning stands for Electronic Learning. E-Learning systems are becoming mature technologies to support study method in the university. However, there are factors frequently cited as the major reason for the failure of E-Learning system in post implementation is “User Resistance”. E-Learning implementation doesn’t finish after the program run, instead the real test of the system starts when a user begins using the system. The main purpose of this study is to investigate the factors that influence user resistance in E-Learning post implementation stage. To achieve this objective, the quantitative method was conducted with 400 E-Learning end users. The result shows Resistance due to change, User Age, Cultural study method, User Expectations, Previous Bad Experience, Lack of Education, Training are the factors behind user resistance. Recommendations and guideline to avoid user resistance in E-Learning post implementation is also presented. The benefits and outcomes of this study shall aid university to overcome user resistance in post E-Learning implementation. Keywords: User resistance factor; E-Learning; Post Implementation; UTM E-Learnin

Change Management Strategies in ERP Implementations: A Case Study

While considered as the backbone of organizations, Enterprise Resource Planning (ERP) systems tend to face resistance from potential users. Managing such resistance is imperative to the success of the implementation project. After surveying the literature landscape on change management strategies in ERP software system implementations, we employ Aladwani’s conceptual model to codify the activities followed by a public organization in the implementation of its SAP ERP system. We found that the change management activities the organization employed neatly fit the think-feel-do framework proposed by Aladwani’s model. We also present contextual factors that may explain this fit, thus adding to the scant empirical data on the application and potential robustness of this model

Enterprise System Lifecycle-wide Innovation

Enterprise Systems purport to bring innovation to organizations. Yet, no past studies, neither from innovation nor from ES disciplines have merged their knowledge to understand how ES could facilitate lifecycle-wide innovation. Therefore, this study forms conceptual bridge between the two disciplines. In this research, we seek to understand how ES could facilitate innovation across its lifecycle phases. We associate classifications of innovation such as radical vs. incremental, administrative vs. technical innovation with the three phases of ES lifecycle. We introduce Continuous Restrained Innovation (CRI) as a new type of innovation specific to ES, considering restraints of technology, business processes and organization. Our empirical data collection at the implementation phase, using data from both the client and implementation partner, shows preliminary evidence of CRI. In addition, we state that both parties consider the implementation of ES as a radical innovation yet, are less interest in seeking further innovations through the system

Applying Project Management Perspective for ERP Implementation: A Case Study

The case-study company is a well-known enterprise whose primary product is precision locknuts in Taiwan. With the rise of sales performance, the legacy enterprise resource planning (ERP) system does not provide the degree of reliability and maintainability the case company needed. In order to meet the growing needs of enterprise, the case company faces to the challenge of application integration within the enterprise. The ERP implementation success depends on the rigor of the project management processes. In this research, firstly, case study approach is adopted to investigate how poor project management imperil the implementation of an ERP system. Having learned the lessons from the failure of its first ERP implementation, the case company applies the theory of business process reengineering (BPR) to explore and rationalize the business processes, and design its project management practices to successfully carry out its second ERP implementation. And the goal directed project management (GDPM) principles are applied to develop a proper ERP implementation plan. The summary descriptions of the important aspects of ERP implementation are stated that the sponsor or the client of the project, the goals, and limitations on the project, and time are included. This study explores and identifies the critical elements of project management to provide an effective guidance for the first implementation stage

Yet Another ‘List’ Of Critical Success ‘Factors’ For Enterprise Systems: Review Of Empirical Evidence And Suggested Research Directions (2)

Critical Success Factors (CSF) remain the most-researched areas within the Enterprise Systems (ES) domain over the years and has resulted in a long ‘list’ of such factors. Consequently, many ‘factors’ are not more than ‘variables’ belonging to the same management area. Therefore, this paper argues for going back to the original definition of CSFs as few key areas and reviews empirical evidence in each CSF area. Thereafter, the paper notes other limitations of the CSF literature and suggests research directions to provide a deeper explanation of the ES phenomena. These include tracing CSFs across time, taking a change-centric view of the ES lifecycle, unpacking interrelationship among CSFs, paying attention to the implementation context, and moving from a list of CSFs to the identification of their underlying mechanisms. We hope that our suggestions will provide a roadmap to ES researchers on conducting focussed research on CSFs

Determinant of Resistance for ERP system in Private Companies in Yemen

In fact, ERP system has become required for many organizations particularly those organizations that have foundations in different countries. Recently, some organizations in Yemen have adopted ERP system but the usage of this system failed as it faced user resistance. Hence, the prime concern of this study is to investigate the resistance factors of Enterprise Resource planning from user perspective not organization or technical perspective to specify the basic reasons for user resistance to successfully adopting ERP system. Four factors are examined their association with adopting ERP. These factors are user training, resistance to change, user expectation, and system usage. A questionnaire was distributed to 200 of ERP end users. Linear regression analysis program was used to analyze the data and examine the relationship between user’s resistance factors and ERP adoption. The result shows that each of user’s training, resistance to change and system usage has a significant relationship with ERP adoption, However results show no relationship between user expectation and ERP adoption. This paper benefits management in organizations by providing the factors that contribute to adopt ERP system. Keywords: ERP adoption, User resistance, User’s training, Resistance to change, System usage