Analysis of ERP Critical Failure Factors: A Case Study in an Indonesian Mining Company

ERP is a useful application for companies to run day-to-day operations by automating business processes, but the complexity and difficulty of deploying ERP systems causes unanticipated implementation failures. Around 70% of ERP implementation fails to produce expected benefits, and three quarters of these projects fail. This study aims to uncover potential reasons that cause the failure of ERP system adoption using Company XYZ, a mining company as the case. A questionnaire was distributed to its management and employees. TOPSIS approach was used to rank the variables according to their significance in affecting failure of ERP systems implementation. The findings revealed that the two most important critical failure causes for ERP implementation are bad understanding of organization’s business processes and poor business process reengineering. The company needs to conduct a deeper analysis of the existing business processes in the business unit to be able to determine more appropriate business process reengineering for ERP implementation in the future. Companies and academics can utilize the study's findings as a helpful resource to identify the cause of ERP implementations failur

Project Management For Developing Countries: Back to Basics

This article has been on ways by which developing countries can go back to the basics of project management as a means for developmental goals. Project management has proven to be an effective and flexible management approach, which has the potential of being of great value to developing countries. There is a need for a stronger emphasis on project implementation as a training mechanism for developing indigenous skills. Improved planning, administrative and technical capacity must be defined as project outputs. The need for highly trained development administrators, especially those with project management skills, is a recurring theme of international assistance evaluation reports. Developing countries require two types of trained project administrators: those who can plan and coordinate the entire project cycle as an integrated process and those who can manage the project as an organizational entity once it is selected and approved (Rondinelli, 1976)

Identification of the Barriers in Implementation of Lean Principles in Iranian SMEs: Case Study Approach

The manufacturing sector is considered to be a cornerstone in the global economy through its influence on areas such as mining and construction in upstream and warehousing and transportation in downstream. Despite having a rich literature concerning the application of lean principles in the large companies, the number of studies related to SMEs is relatively limited and a lot of essential problems and areas are largely untouched in academic research. This paper aims to identify the main barriers in implementation of lean manufacturing principles in Iranian SMEs. In order to do so, case study approach was selected and 9 in-depth interviews were conducted in various industrial sectors such as electrical equipment, industrial machinery and automotive part supplier. As a result the main barriers were classified into four categories namely, lack of top management support, financial capability, lack of employee’s skill and expertise and organizational culture. Accordingly a guideline was developed that can be adopted to address the aforementioned barriers and reduce their costs by adopting the lean principle

Critical Factors and Multisite Implementation of ERP: A Case Study in the UAE

Despite extensive studies in the ERP literature, little empirical understanding has been reached in relation to ERP implementation experiences in developing markets, particularly in the UAE context. Derived from the notions of critical successful factors and multisite implementation, two of widely researched areas in ERP studies, this paper thus seeks to provide practical insights about organizations’ ERP implementation experiences in the UAE setting. More specifically, it describes and contrasts critical factors and multisite implementation experiences in two case organizations situated in the UAE. These case organizations, one being categorized as a global company and the other local, provide interesting comparison of ERP implementation because of their complementary organizational structure and business strategies. In contrast to traditional ERP frameworks’ suggestions, these case organizations’ experiences reveal that contemporary ERP implementations might be more complex than previously expected since none of these case organizations’ ERP experiences follows suggestions made by frameworks based. Further discussion about how to better understand and examine maturing ERP technology in an increasingly globalized business environment such as the UAE is provided

Crossing the chasm between industrial and software companies

Very few of the enterprise resource programme implementations put into action manage to meet their requirements satisfyingly yet the critical failure factors as well as critical success factors have been studied very narrowly. The role and the point of view of the employees who use the software has not been studied extensively throughout this operation and possibly holds some answers. To discover whether there is a gap in understanding from the software developers to the final users of the programme, a thorough inspection into the past research was required to gather a holistic picture. The objective was to define this gap in understanding and define what it would mean if it was there. The numbers of the failed and struggling implementations of different ERPs are too high to be accountable by the previously claimed issues such as cultural differences, top management support and ERP vendor support. These factors play a big role between complete failures and successful implementations by the vendors’ standards but are still far from the desired benefits desired within the procuring companies. A possible solution to the issue of implementing and operating an ERP better might lie on the software side of things instead of on the procuring companies. Gamification is a rising topic in many software fields and has already begun to show in the ERPs as well. Future studies are needed to test the real potential this newish field of software promises

The implementation of ERP systems in Iranian manufacturing SMEs

The quest to implement Enterprise Resource Planning (ERP) software to support all main business functions has been actively pursued by in-house IT departments, software vendors and third party consultancies for over three decades. It remains a key element of many companies’ information systems strategy in the developed world, and increasingly, in the developing world. In the specific context of Iranian SMEs, there has been relatively little research on information systems in general, and very little specifically on ERP systems projects. This paper attempts to help address this dearth in the existing literature by examining three case studies of ERP systems deployment in Iranian manufacturing SMEs. It investigates the underlying information systems strategies and examines how this has been implemented in the core process areas of these companies. The analysis is based on a conceptual model that combines defined implementation phases with change dimensions and elements, which provide the basis for the development of an implementation framework for subsequent ERP projects in this business and technology environment

Critical success factors for preventing E-banking fraud

E-Banking fraud is an issue being experienced globally and is continuing to prove costly to both banks and customers. Frauds in e-banking services occur as a result of various compromises in security ranging from weak authentication systems to insufficient internal controls. Lack of research in this area is problematic for practitioners so there is need to conduct research to help improve security and prevent stakeholders from losing confidence in the system. The purpose of this paper is to understand factors that could be critical in strengthening fraud prevention systems in electronic banking. The paper reviews relevant literatures to help identify potential critical success factors of frauds prevention in e-banking. Our findings show that beyond technology, there are other factors that need to be considered such as internal controls, customer education and staff education etc. These findings will help assist banks and regulators with information on specific areas that should be addressed to build on their existing fraud prevention systems

Enterprise Resource Planning of Business Process Systems

In ERP implementation, customization should usually be undertaken to ensure a fit between business process systems and current organizational processes. This paper focuses on the issues associated with ERP customization and how large organizations deal with them. Information presented in this paper was gathered from reviewing related literature and interviews with implementation and consulting teams of a major ERP vendor. Customization issues addressed in this paper are organizational information needs or requirements, cost, technical complications, and lack of knowledge and experience within the implementation team. These factors, if not considered adequately, may lead to ERP implementation failure

Implementing Integrated Software Solutions in Iranian SMEs

There has been little research on information systems in Iranian companies, and this paper helps to address this by examining the implementation and functioning of integrated software solutions in two small to medium sized enterprises in Iran. This is of particular interest now that the sanctions on trade with Iran have been removed, which will inevitably lead to increased sales opportunities for western technology companies in the country. This study uses a process mapping and systems profiling approach to establish the current status of software implementation in these manufacturing companies. It investigates the underlying information systems strategy and examines how this has been implemented in the core process areas of these companies. The outcome of these major systems projects is assessed, and comparisons are drawn between these Iranian based “Total Systems” software products and similar products more widely available in the developed world