Managing risk in enterprise resource planning projects

Enterprise Resource Planning (ERP) projects are strategic and capital intensive, so failure may be costly and even cause bankruptcy of companies. Previous studies have proposed ways for improving implementation, but they are mostly generic and follow standardized project management practices as specified in various standards (e.g. the “project management body of knowledge” of the Project Management Institute). Because ERP is interdisciplinary (involving change management, project management and information technology management), it warrants a customized approach to managing risks throughout the life cycle of implementation and operation. Through a practical case study, this paper demonstrates a qualitative, user friendly approach to ERP project risk management. Firstly, through a literature review it identifies various risk factors in ERP implementation. Secondly, the risk management practices of a UK-based multinational consulting company in one of its clients are evaluated. The risk factors from the case study organization and literature are then compared and discussed

Rancang Bangun Sistem Enterprise Resource Planning Construction Sebagai Solusi Manajemen Proyek Konstruksi

Construction management is a professional service that uses special project management techniques to oversee the course of construction projects from the initiation stage to project closure. Enterprise Resource Planning (ERP) is an information technology solution that enables businesses and their suppliers to manage large projects effectively and efficiently throughout the project life cycle. Proper utilization of internal and external resources is very important if a construction company wants to make the best business decisions, maximize business goals, and survive in a competitive environment, it requires a system that can integrate various business functions and resources, especially those related to project procedures. Thus, a system Enterprise Resource Planning Construction System as a Construction Management Solution is designed. This system was developed using the waterfall software development methodology, which consists of four stages. Among other things, analyzing and defining features, constraints and system objectives, conducting system design to form a system architecture based on predetermined requirements using UML, implementing and unit testing and performing system integration and testing. The result of this research is an Enterprise Resource Planning Construction system that integrates Invoicing, Customer Relationship Management, Sales, Purchase, Inventory, Human Resource and Project modules. So that this system can be an alternative construction project management solution for managing construction projects online

Discovering Business Models for Software Process Management - An Approach for Integrating Time and Resource Perspectives from Legacy Information Systems

Business Process Management (BPM) is becoming the modern core to support business in all type of organizations and software business is not an exception. Software companies are often involved in important and complex collaborative projects carried out by many stakeholders. Each actor (customers, suppliers or government instances, among others) works with individual and shared processes. Everyone needs dynamic and evolving approaches for managing their software projects lifecycle. Nevertheless, many companies still use systems that are out of the scope of BPM for planning and control projects and managing enterprise content (Enterprise Content Management, ECM) as well as all kinds of resources (ERP). Somehow systems include scattered artifacts that are related to BPM perspectives: control and data flow, time, resource and case, for example. It is aimed to get interoperable BPM models from these classical Legacy Information Systems (LIS). Model-Driven Engineering (MDE) allows going from application code to higher-level of abstraction models. Particularly, there are standards and proposals for reverse engineering LIS. This paper illustrates LIS cases for software project planning and ECM, looking at time and resource perspectives. To conclude, we will propose a MDE-based approach for taking out business models in the context of software process management.Ministerio de Economía y Competitividad TIN2013-46928-C3-3-

Enterprise resource planning in construction: An evaluation of recent implementations

In a large number of construction firms, Enterprise Resource Planning (ERP) systems have replaced non-integrated information systems by integrated and maintainable software. The implementation of ERP systems in the construction industry is a difficult task. So far, ERP implementations have yielded more failures than successes in this industry. Our study tries to understand the underlying factors that cause success or failure of ERP in construction by analysing how ERP fits into the IT and business strategy of a firm. Empirical research was conducted by a multiple case study of three ERP-implementations in different business environments. Based on the results of this study, propositions are developed that relate factors for the success of ERP in construction to concepts of the existing literature on IT and strategy. These propositions are indicative, but present nevertheless a clear overall tren

Identifying critical success factors of ERP systems at the higher education sector

In response to a range of contextual drivers, the worldwide adoption of ERP Systems in Higher Education Institutions (HEIs) has increased substantially over the past decade. Though the difficulties and high failure rate in implementing ERP systems at university environments have been cited in the literature, research on critical success factors (CSFs) for ERP implementations in this context is rare and fragmented. This paper is part of a larger research effort that aims to contribute to understanding the phenomenon of ERP implementations and evaluations in HEIs in the Australasian region; it identifies, previously reported, critical success factors (CSFs) in relation to ERP system implementations and discusses the importance of these factors

Change and Innovation Management in IS/IT: A Simulation Approach

Why do so many IS/IT-related projects fail to deliver the level of tangible and sustainable performance improvements organizations target and expect? Why are the new mindsets and ways of operating enabled by IS/IT innovations so difficult to be integrated and adopted in organizations? Why do factors such as resistance to change, insufficient executive sponsoring, unrealistic expectations, or ineffective leadership still nullify the efforts put into the implementation of conceptually and technically sophisticated information and communication (including enterprise resource planning, supply chain management, collaboration, knowledge management and similar IS/IT-based) systems? These questions, which are relevant to both IS/IT research and practice, are at the core of a simulation-based experience aimed at deepening and extending our understanding of issues related to managing organisational change and transformation in the context of IS/IT implementation projects, providing at the same time a new approach to model, validate and diffuse efficiently (through a gamelike experience) knowledge in this relevant domain

The fundamental challenge: human and organisational factors in an ERP implementation

Organisations encounter obstacles when implementing ERP systems. This paper intends to explore some of the problems that occur throughout the implementation of an ERP system. Using a combination of the work of Markus et al (2001) and Kim et al (2005), a framework is constructed of Human and Organisational and Technical problems in ERP Implementations during the project phase. Drawing on empirical evidences from a UK furniture manufacturer, this study then discusses and analyses each problem identified in the framework and its affect on the implementation of their ERP system. The findings of this paper reveal that the fundamental challenge of ERP implementation is not technology but organisational and human problems, which, if not properly comprehended and addressed, can lead to ERP failure. Understanding that organisational and human issues are extremely important will encourage practitioners to address these problems and succeed in their ERP system implementations