Critical Success Factors for Implementation of Business Intelligence Systems: A Study of Engineering Asset Management Organizations

2007 ◽  
pp. 33-49 ◽  
Author(s):  
William Yeoh ◽  
Andy Koronios ◽  
Jing Gao
Keyword(s):  
Business Intelligence ◽  
Asset Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Critical Success ◽  
Business Intelligence Systems

Empirical Investigation of Critical Success Factors for Implementing Business Intelligence Systems in Multiple Engineering Asset Management Organisations

2011 ◽  
pp. 2039-2063
Author(s):  
William Yeoh ◽  
Jing Gao ◽  
Andy Koronios
Keyword(s):  
Business Intelligence ◽  
Asset Management ◽  
Delphi Study ◽  
Critical Success Factors ◽  
Success Factors ◽  
Business Case ◽  
Management Support ◽  
Critical Success ◽  
Compliance Requirements ◽  
Development Approach

Engineering asset management organisations (EAMOs) are increasingly motivated to implement business intelligence (BI) systems in response to dispersed information environments and compliance requirements. However, the implementation of a business intelligence (BI) system is a complex undertaking requiring considerable resources. Yet, so far, there are few defined critical success factors (CSFs) to which management can refer. Drawing on the CSFs framework derived from a previous Delphi study, a multiple-case design was used to examine how these CSFs could be implemented by five EAMOs. The case studies substantiate the construct and applicability of the CSFs framework. These CSFs are: committed management support and sponsorship, a clear vision and well-established business case, business-centric championship and balanced team composition, a business-driven and iterative development approach, user-oriented change management, a business-driven, scalable and flexible technical framework, and sustainable data quality and integrity. More significantly, the study further reveals that those organisations which address the CSFs from a business orientation approach will be more likely to achieve better results.

Critical Success Factors for the Implementation of Business Intelligence Systems

2018 ◽  
Vol 9 (2) ◽  
pp. 27-46 ◽  
Author(s):  
Florian Eder ◽  
Stefan Koch
Keyword(s):  
Business Intelligence ◽  
Critical Success Factors ◽  
Success Factors ◽  
Qualitative Content Analysis ◽  
Expert Interviews ◽  
Management Support ◽  
Intelligence System ◽  
Critical Success ◽  
Business Intelligence Systems ◽  
Definition Of

This article focuses on critical success factors during the implementation of a business intelligence system. The existing literature was reviewed, and critical success factors were extracted. Subsequently, the critical success factors that occur in practice were collected through qualitative expert interviews that are analysed through a qualitative content analysis. The critical success factors found in literature are afterwards compared with those that have been collected during the expert interviews. It was found that many of the critical success factors were mentioned in the literature and in the expert interviews as well, such as a strong management support, a light-weight approach, user acceptance, the project team and data quality. In addition, the performance of the business intelligence system, the definition of standards, terminology and key performance indicators as well as an institutionalization and integration of business intelligence were mentioned in the expert interviews.

Empirical Investigation of Critical Success Factors for Implementing Business Intelligence Systems in Multiple Engineering Asset Management Organisations

2009 ◽  
pp. 247-271 ◽  
Author(s):  
William Yeoh
Keyword(s):  
Business Intelligence ◽  
Asset Management ◽  
Delphi Study ◽  
Critical Success Factors ◽  
Success Factors ◽  
Business Case ◽  
Management Support ◽  
Critical Success ◽  
Compliance Requirements ◽  
Multiple Case

Engineering asset management organisations (EAMOs) are increasingly motivated to implement business intelligence (BI) systems in response to dispersed information environments and compliance requirements. However, the implementation of a business intelligence (BI) system is a complex undertaking requiring considerable resources. Yet, so far, there are few defined critical success factors (CSFs) to which management can refer. Drawing on the CSFs framework derived from a previous Delphi study, a multiple-case design was used to examine how these CSFs could be implemented by five EAMOs. The case studies substantiate the construct and applicability of the CSFs framework. These CSFs are: committed management support and sponsorship, a clear vision and well-established business case, business-centric championship and balanced team composition, a business-driven and iterative develop ment approach, user-oriented change management, a business-driven, scalable and flexible technical framework, and sustainable data quality and integrity. More significantly, the study further reveals that those organisations which address the CSFs from a business orientation approach will be more likely to achieve better results.

scholarly journals IT Governance in Enterprise Resource Planning and Business Intelligence Systems Environment: a Conceptual Framework

2017 ◽  
Vol 12 (1) ◽  
pp. 3041-3049
Author(s):  
Carlo Caserio
Keyword(s):  
Conceptual Framework ◽  
Enterprise Resource Planning ◽  
Business Intelligence ◽  
Critical Success Factors ◽  
Success Factors ◽  
It Governance ◽  
Resource Planning ◽  
Governance Framework ◽  
Critical Success ◽  
Business Intelligence Systems

A large number of studies has been carried out on IT governance during the last decade, with the aim to support companies in implementing IT governance frameworks aligned with the business strategy. However, companies which create value and develop competitive advantage through an intensive use of Enterprise Resource Planning (ERP) and Business Intelligence Systems (BIS), should implement an IT governance framework tailored on Critical Success Factors (CSFs) of both systems. To organise the main studies on IT governance frameworks, as well as to support companies in designing (or reviewing) their IT governance framework by considering the CSFs of ERP and BIS, a conceptual framework is introduced and discussed. The insights arising from this study are supported by the literature and suggest that an IT governance framework should be designed by considering the ERP and BIS critical success factors, especially in companies whose success heavily depends on such systems.

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