Politics in packaged software implementation

The academic literature relating to the political issues of information systems is fairly well established. However, there are relatively few empirical studies relating to the political issues associated with the organisational implementation of package software. The aim of this paper is to offer a modest contribution via case study research with an analysis of a packaged software implementation at an organisation based in the United Kingdom. The study raises issues that support and question some of the notions inherent in many political theories relating to information systems. The study also highlights the multifarious and complex nature of politics in the development of packaged software implementation

Risky business: when a CRM vendor masqueraded as an ERP specialist

Taking a social shaping perspective we unpack the development trajectory of a packaged software product to show, that contrary to mainstream accounts, design is not completely specified a-priori and that the process continues throughout implementation, and use. We show how developers, in this case third party vendors, can continue to engage in shaping packages during implementation and also how users contribute to the development effort. In particular, we illustrate how a customer relationship management package application targeted at a particular organisational function was configured to make an enterprise wide system and the key role of the vendor in this effort. To do this we refer to a 3- year qualitative field study of an expanding United Kingdom based consultancy company undergoing extreme ICT related change. This empirical research is used to explore an often ignored phenomenon, that of the role of vendors in appropriating ICTs and the potential risks they bring. Through this, we highlight the plight and responsibilities of low-level organisational actors in this process in cognisance of the fact they usually have a minor role in ICT selection but become a major player in dealing with vendors at the implementation stage when the devil is truly in the detail. The risks we identify relate to: vendor sales pitches of products as specifically related to their capabilities and the products they put forward; the calling upon of organisational resources by vendors; vendor knowledge of the application are and the actual ‘social’, ‘technical’ and ‘organisational’ capabilities of vendors to deliver a working product. We also point to the risks managers in vendor and consumer organisations create by placing their staff in difficult conditions within appropriation processes. The implications of our work centre on the need for further research related to: vendor/developer risks of packaged software, custom and open source projects; notions of professionalism and ethics in the software industry and project working conditions

Reasons behind ERP package adoption: a diffusion of innovations perspective

Enterprise Resource Planning (ERP) packages have been widely adopted and it is becoming clear that this is driven by multiple rationales that may be simultaneously at odds and complimentary. In this paper, we aim to develop a greater understanding of these rationales by taking ERP packages to be innovations and analysing their adoption with reference to the theory of diffusion of innovations. In particular, we consider the attributes of ERP packages that may affect their adoption such as relative advantage, compatibility, complexiblity, trialability and observability. We argue that users’ perceptions of these attributes are not always accurate and these ’misconceptions’ can further explain reasons for ERP adoption or rejection. Although our analysis aims to provide rich insights into the adoption of ERP packages, the results of the study are arguably of further interest to the more general study of packaged software and the more established literature on custom development

Risk Profiles in Individual Software Development and Packaged Software Implementation Projects: A Delphi Study at a German-Based Financial Services Company

The aim of this paper is to compare risk profiles of individual software development (ISD) and packaged software implementation (PSI) projects. While researchers have investigated risks in either PSI projects or ISD projects, an integrated perspective on how the risk profiles of these two types of information system (IS) projects differ is missing. To explore these differences, this work conducted a Delphi study at a German-based financial services company. The results suggest that: First, ISD projects seem to be more heterogeneous and face a larger variety of risks than the more straightforward PSI projects. Second, ISD projects seem to be particularly prone to risks related to sponsorship, requirements, and project organization. Third, PSI projects tend to be predominantly subject to risks related to technology, project planning, and project completion. Finally, in contrast to available lists of risks in IS projects and irrespective of the project type, the paper found a surprisingly high prominence of technology and testing-related risks

An ES process framework for understanding the strategic decision making process of ES implementations

Enterprise systems (ES) implementations are regarded costly, time and resource consuming and have a great impact on the organization in terms of the risks they involve and the opportunities they provide. The steering committee (SC) represents the group of individuals who is responsible for making strategic decisions throughout the ES implementation lifecycle. It is evident from recent studies that there is a relationship between the decision making process and ES implementation success. One of the key elements that contribute to the success of ES implementations is a quick decision making process (Brown and Vessey, 1999; Gupta, 2000; Parr, et al., 1999). This study addresses the strategic decision-making process by SC through its focus on four research questions (1) How can the strategic decision-making process in the implementation of ES be better understood, during each phase of the ES implementation lifecycle? (2) What is the process by which the SC makes strategic decisions? (3) How are fast decisions made? and (4) How does decision speed link to the success of ES implementation? Process models of ES implementation will provide a framework to investigate the strategic decision making process during each phases of the ES implementation lifecycle. Patterns in the decision making process will be explored using strategic choice models. This study develops a research model that focuses on the decision making process by steering committee to explore research questions. It concludes with identifying contributions to both IS research and business practitioners

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

Process capability assessments in small development firms

[Abstract}: Assessment-based Software Process Improvement (SPI) programs such as the Capability Maturity Model (CMM), Bootstrap, and SPICE (ISO/IEC 15504) are based on formal frameworks and promote the use of systematic processes and management practices for software development. These approaches identify best practices for the management of software development and when applied, enable organizations to understand, control and improve development processes. The purpose of a SPI assessment is to compare the current processes used in an organization with a list of recommended or ‘best’ practices. This research investigates the adoption of SPI initiatives by four small software development firms. These four firms participated in a process improvement program which was sponsored by Software Engineering Australia (SEA) (Queensland). The assessment method was based on SPICE (ISO/IEC 15504) and included an initial assessment, recommendations, and a follow-up meeting. For each firm, before and after snapshots are provided of the capability as assessed on eight processes. The discussion which follows summarizes the improvements realized and considers the critical success factors relating to SPI adoption for small firms

ERP customization failure: Institutionalized accounting practices, power relations and market forces

Purpose: This paper examines a detailed case study of Enterprise Resource Planning (ERP) customization failure in an Egyptian state-owned company (AML) by drawing on new institutional sociology and its extensions. It explains how ERP customization failure is shaped by the interplay between institutionalised accounting practices, conflicting institutions, power relations and market forces. Methodology/Approach: The research methodology is based on using an intensive case study informed by new institutional sociology, especially the interplay between conflicting institutions, power relations and market forces. Data were collected from multiple sources, including interviews, observations, discussions and documentary analysis. Findings: The findings revealed that the inability of the ERP system to meet the core accounting requirements of the control authorities (the Central Agency for Accountability) was the explicit reason cited for the ERP failure. The externally imposed requirements of the Uniform Accounting System and planning budgets were used to resist both other institutional pressures (from the Holding Company for Engineering Industries) and market and competitive pressures. Research limitations: There are some limitations associated with the use of the case study method, including the inability to generalize from the findings of a single case study, some selectivity in the individuals interviewed, and the subjective interpretation by the researchers of the empirical data. Practical implications: The paper identifies that the interplay between institutional pressures, institutionalised accounting practices, intra-organizational power relations, and market forces contributed to the failure to embed ERP in a major company. Understanding such relationships can help other organisations to become more aware of the factors affecting successful implementation of new ERP systems and provide a better basis for planning the introduction of new technologies. Originality/value of paper: This paper draws on recent research and thinking in sociology, especially the development and application of new institutional sociology. In addition, the paper is concerned with ERP implementation and use and management accounting in a transitional economy, Egypt, and hence contributes to debate about exporting Western accounting practices and other technologies to countries with different cultures and different stages of economic and political development. Classification: Research paper/ case stud