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

ERP and Changing Work: knowledge management in practice

ERP success is becoming critical for universities as at least 85% of Australian universities are adopting at least one module of an ERP system (Beekhuyzen et al., 2002). This paper explores whether ERP systems enable knowledge management activities to occur in a university environment. The knowledge management processes identified in the theoretical framework are mapped to the ERP processes in the university environment. The influence of the organisational/ social enablers on the ERP processes is also discussed. This research was an emergent issue from a larger project. It suggests that knowledge management activities can and, in this case, do exist in a university ERP environment and that the enablers can be an influencing factor. Universities can benefit from understanding and fully utilising their knowledge management activities to improve data access, storage and dissemination of the existing knowledge that exists within the ERP environment

Knowledge prioritisation for ERP implementation success Perspectives of clients & implementation partners in UK industries

Purpose - Knowledge management is crucial for enterprise resource planning (ERP) systems implementation in real industrial environments, but this is a highly demanding task. The purpose of this paper is to examine the effectiveness of knowledge identification, categorisation and prioritisation that contributes to achieving ERP implementation success. Design/methodology/approach - This study adopts a mixed methods approach; a qualitative phase to identify and categorise knowledge types and sub-Types; conducting in-depth interviews with ERP clients and implementation partners; plus a quantitative phase to prioritise knowledge types and sub-Types based on their contribution to achieving ERP success for business performance improvement. An analytic hierarchy process-based questionnaire was used to collect empirical data for the quantitative phase. Findings - This study has been able to identify, categorise and rank various types of ERP-related knowledge based on in-depth interviews and survey responses from both ERP clients and implementation partners. In total, 4 knowledge types and 21 sub-Types were ranked based on their contribution to achieving ERP success; 4 variables of information quality, systems quality, individual impact and organisational impact were used to measure ERP success. Originality/value - The empirical findings demonstrate exactly what kinds of knowledge need to be managed, enabling knowledge prioritisation when a client organisation or an implementation partner steps into an ERP implementation, in a real industrial environment

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

Increasing the value of research: a comparison of the literature on critical success factors for projects, IT projects and enterprise resource planning projects

Since the beginning of modern project management in the 1960s, academic researchers have sought to identify a definitive list of Critical Success Factors (CSFs), the key things that project managers must get right in order to deliver a successful product. With the advent of Information Technology (IT) projects and, more recently, projects to deliver Enterprise Resource Planning (ERP) systems, attention has turned to identifying definitive lists of CSFs for these more specific project types. The purpose of this paper is to take stock of this research effort by examining how thinking about each type of project has evolved over time, before producing a consolidated list of CSFs for each as a basis for comparison. This process reveals a high degree of similarity, leading to the conclusion that the goal of identifying a generic list of CSFs for project management has been achieved. Therefore, rather than continuing to describe lists of CSFs, researchers could increase the value of their contribution by taking a step forward and focusing on why, despite this apparent knowledge of how to ensure their success, ERP projects continue to fai

Critical Success Factors in Enterprise Resource Planning Implementation in U.S. Manufacturing

Organizational leaders have increasingly turned to enterprise resource planning (ERP) applications, also known as decision-support systems, to make their firms\u27 operational, tactical, and strategic processes more efficient and effective in the changing global marketplace. High failure rates in ERP systems implementations make these projects risky, however. Most prior research on critical success factors for conventional ERP implementation has been on large enterprises, resulting in a gap in knowledge on these factors in the small and medium enterprises that constitute the majority of U.S. employer firms. A qualitative modified Delphi study with an expert panel of U.S. manufacturing consultants and 3 iterative rounds of data collection and analysis revealed consensus on 8 critical success factors in ERP implementations, with the highest agreement on top management support and commitment, enterprise resource planning fit with the organization, quality management, and a small internal team of the best employees. In addition to furthering knowledge in the fields of leadership and enterprise applications, the study expands enterprise resource planning experts\u27 and scholars\u27 understanding of strategies to improve project success and the triple bottom line for any size enterprise in the manufacturing industry. Practitioners in the ERP industry can also apply approaches outlined during ERP implementations to mitigate risk during these engagements. Implications for positive social change include additional job opportunities and higher wages through increased efficiencies in ERP applications

Sustaining the Momentum: Archival Analysis of Enterprise Resource Planning Systems (2006–2012)

The domain of Enterprise Resource Planning (ERP) systems is an enduring paradigm for Information Systems (IS) researchers. The Enterprise System paradigm provides a rich environment to test fundamental concepts like system adoption, system use and system success, while acknowledging changes derived through longer system lifecycles and multiple user cohorts. On the other hand, ERP systems are in the centre of new contemporary radical changes in technologies on cloud computing, mobile platforms and big data. Moreover, ERP Systems provide the context for cross disciplinary research such as change management, knowledge management, project management and business process management research. This article provides a critique of 219 papers published on ERP Systems from 2006–2012, making observations of ERP research and make recommendations for future research directions

Knowledge management competence for ERP implementation success

The global business environment has changed dramatically in recent years, as competition in complex knowledge-based economies has increased. Enterprise Resource Planning (ERP) systems have been viewed as a way to manage increased business complexity, leading to the rapid adoption and implementation of such systems, as ERP can support enterprises to improve their competitiveness. Knowledge management (KM) is crucial for ERP systems implementation, however a highly demanding task. Therefore, the primary concern of this research is to examine the effectiveness of knowledge management activities that would contribute to achieve ERP implementation success. This study adopted mixed methods approach by combining semi-structured interviews and a questionnaire to collect empirical data from ERP professionals in both manufacturing and service sector organisations. In the qualitative phase, it develops the “framework of integrative knowledge” based on empirical evidence, that can improve KM competence for ERP implementation success. Data analysis has been undertaken using a combination of thematic analysis and comparative analysis with respect to 14 ERP implementations in the UK. The framework integrates multiple perspectives in terms of knowledge components to enhance KM competence, including knowledge types, knowledge layers, KM lifecycle and knowledge determinants. It discovered 19 knowledge determinants to drive knowledge management activities during ERP projects, which is another vital contribution to the existing knowledge. Furthermore, the study develops the “knowledge network model” for ERP implementations in order to facilitate the knowledge flows between various stakeholders involved in ERP implementations, which can help to understand the interactions between the knowledge components. Moreover, sub-knowledge types (knowledge elements) under each knowledge type were discovered through empirical evidence. The quantitative phase was adopted to extend the findings of the qualitative phase. The knowledge types and knowledge elements were prioritised using Analytic Hierarchy Process (AHP) method through an online AHP based questionnaire with 77 responses from ERP professionals involved in UK ERP implementations. Furthermore, knowledge prioritisation demonstrates how effectively the framework of integrative knowledge can be used during ERP implementations with the help of prioritised knowledge. In total 4 knowledge types and 21 knowledge elements were ranked based on their contribution to achieve ERP success; four variables of information quality, systems quality, individual impact and organisational impact were used to measure ERP success. This study has number of theoretical contributions including framework of integrative knowledge, knowledge network model for ERP implementations and ERP knowledge prioritisation. Moreover, the framework of integrative knowledge can provide ERP practitioners with useful guidance on what the key knowledge determinants are and how the relationships between knowledge components should be best managed to achieve ERP implementation success in business reality

Empirical evidence of an integrative knowledge competence framework for ERP systems implementation in UK industries

Enterprise Resource Planning (ERP) systems can greatly improve business productivity and better serve customers by creating values through integrating business processes and sharing current information. Knowledge Management (KM) is crucial for ERP systems implementation, but is particularly demanding task. This paper discusses ERP systems implementation in UK manufacturing and service sector organisations, focusing on empirical evidence of an innovative KM approach for improving knowledge competence for ERP success. Qualitative research was conducted, using semi-structured interviews with ERP experts. Data analysis used a combination of thematic and comparative analysis. The findings suggest that the integrative knowledge competence framework can provide ERP practitioners with useful guidance on what the key knowledge determinants are and how the relationships between knowledge components should be best managed to achieve ERP systems implementation success in real life business situations

Knowledge Management For Enterprise Systems: A Review Of The Literature

Enterprise Resource Planning (ERP) systems, also called Enterprise Systems (ES), have received much attention from researchers and practitioners. Along with that many researches have underlined the pivotal role of knowledge management for enterprise system success. This research in progress paper explores articles published in 8 journals during recent 11 years for knowledge management instances across ES lifecycle and categorizes these processes according to each phase of ES and knowledge management lifecycle. Subsequently presents the further analysis about gaps in the research area and under-studied fields which warrant future research