Understanding complexity of ERP implementations::Exploration of three complexity research approaches,

Implementing enterprise resource planning (ERP) systems (in this thesis referred to as ERP implementation) is considered to be a complex matter. ERP implementation is considered complex because, in most cases, it affects many parts of an organisation. Also, the costs of software, hardware, maintenance and particularly the implementation process itself are high and risky for an organisation. Therefore, research in ERP implementation is focused on providing practice with useful insights and tools for better cost and risk handling. ERP implementations are executed for over 20 years. Unfortunately, neither science nor practice has produced sufficient tools, guidelines and methods for proper management and control of ERP implementations. After 20 years, research and practice still consider ERP implementation a complex matter. Through our research, we intend to approach this complexity of ERP implementation from a new perspective. A perspective which takes the mere construct ‘complexity’ as a starting point. We studied ERP implementation complexity as a construct in the context of complexity research and asked ourselves how the complexity of ERP implementations can best be explored

Metodología de implantación de modelos de gestión de la información dentro de los sistemas de planificación de recursos empresariales. Aplicación en la pequeña y mediana empresa

La Siguiente Generación de Sistemas de Fabricación (SGSF) trata de dar respuesta a los requerimientos de los nuevos modelos de empresas, en contextos de inteligencia, agilidad y adaptabilidad en un entono global y virtual. La Planificación de Recursos Empresariales (ERP) con soportes de gestión del producto (PDM) y el ciclo de vida del producto (PLM) proporciona soluciones de gestión empresarial sobre la base de un uso coherente de tecnologías de la información para la implantación en sistemas CIM (Computer-Integrated Manufacturing), con un alto grado de adaptabilidad a la estnictura organizativa deseada. En general, esta implementación se lleva desarrollando hace tiempo en grandes empresas, siendo menor (casi nula) su extensión a PYMEs. La presente Tesis Doctoral, define y desarrolla una nueva metodología de implementación pan la generación automática de la información en los procesos de negocio que se verifican en empresas con requerimientos adaptados a las necesidades de la SGSF, dentro de los sistemas de gestión de los recursos empresariales (ERP), atendiendo a la influencia del factor humano. La validez del modelo teórico de la metodología mencionada se ha comprobado al implementarlo en una empresa del tipo PYME, del sector de Ingeniería. Para el establecimiento del Estado del Arte de este tema se ha diseñado y aplicado una metodología específica basada en el ciclo de mejora continua de Shewhart/Deming, aplicando las herramientas de búsqueda y análisis bibliográfico disponibles en la red con acceso a las correspondientes bases de datos

The Estimation of ERP Lifecyle Costs: A Quantitative Analysis of Cost Types and Cost Drivers for German Small and Mid-Sized Companies

Contextualisation: Enterprise Resource Planning (ERP) systems have become one of the largest IT investments in recent years. Yet the implementation of this IT technology often involves some problems. Analyses and studies have identified very high cost overruns and project fiascos. There is an obvious need for better cost estimation, allowing imple­menting organisations a more precise or realistic specification of costs. Unfortunately, neither has a suitable model been developed nor are traditional software estimation mod­els suitable to be transferred to ERP cost prediction. Research about this issue is relatively fragmented and the analysis of ERP costs is still in its fledging stages. Purpose: This thesis aims to analyse the cost fields and cost drivers during the whole lifespan of an ERP lifecycle in German SMEs in the industrial sector with 30 to 1,500 employees. Different approaches for predicting ERP costs will be deduced on the basis of these findings. Conceptual Framework: Within this thesis, the three factors "cost types", "cost drivers" and the "ERP lifecycle" are combined into one conceptual framework. The conducted systematic literature review identified the five different costs types "internal personnel costs", "external personnel costs", "hardware costs", "licence costs" and "ERP software costs" and found 35 cost drivers to be relevant in this thesis. The lifecycle is divided into three stages: evaluation, implementation and maintenance. The combination of the differ­ent cost types and different lifecycle phases results in 12 different cost fields. The cost driver candidates are analysed for their impact on each cost field. Method: In order to access this research issue, a quantitative survey design that involved asking responsible managers in the target group about their ERP expenditures was con­ducted. This was accomplished by way of self-completion questionnaires provided by an online survey tool. The sampling strategy was a self-selecting one that yielded 72 eligible respondents. Based on this sample, the data was analysed for correlations, and multiple regressions were conducted using SPSS. Findings: Firstly, this thesis identifies a cost structure of cost fields for the costs arising during each ERP lifecycle phase and for its whole lifespan. Secondly, it maps which of the identified cost drivers have an influence on each of the 12 cost fields. Thirdly, it cre­ates a regression model of how to predict ERP costs for its whole lifespan. The developed model yields a mean magnitude of relevant error (MMRE) of 34%. Comparing this value to other approaches shows that it contributes to an improved prediction model. So far it is the best fit in ERP effort estimation