Critical Success Factors for ERP System Implementation Projects: An Update of Literature Reviews

2015 ◽  
pp. 45-67 ◽  
Author(s):  
Christian Leyh ◽  
Pauline Sander
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
System Implementation ◽  
Erp System ◽  
Critical Success ◽  
Literature Reviews

scholarly journals Factors Influencing the Success of ERP System Implementation in the Public Sector in the Kingdom of Bahrain

2016 ◽  
Vol 8 (12) ◽  
pp. 21 ◽  
Author(s):  
Omar Mohamed Bukamal ◽  
Rami Mohammad Abu Wadi
Keyword(s):  
Public Sector ◽  
Critical Success Factors ◽  
Success Factors ◽  
System Implementation ◽  
Erp System ◽  
The Public ◽  
Critical Success ◽  
Management Commitment ◽  
Top Management Commitment ◽  
High Level

<p>This study aims empirically to analyze the critical factors that impact the success of ERP system implementation in the public sector in the Kingdom of Bahrain and to clarify the benefits gained from the implementation. The study used a detailed questionnaire as a measuring instrument across the sample group to measure two main variables, the first being critical success factors (CSFs), and the second whether ERP implementation was successful or not. The CSFs are top management commitment and support, ERP system matching organization, business process re-engineering, vendor support, and training users.</p>Those factors found to have a significant impact on ERP system implementation and the results illuminate the high level of success in implementing ERP systems. While simultaneously demonstrating that an organization with a functioning ERP system does not achieve the desired benefits by default, but rather the organization requires certain Critical Success Factors (CSFs) to be present and in effect for those benefits to be achieved.

Critical success factors for ERP system implementation: a user perspective

2018 ◽  
Vol 30 (3) ◽  
pp. 285-310 ◽  
Author(s):  
Ewout Reitsma ◽  
Per Hilletofth
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Project Team ◽  
Strategic Decision ◽  
Successful Implementation ◽  
System Implementation ◽  
User Perspective ◽  
Content Type ◽  
Erp System ◽  
Critical Success

Purpose The purpose of this study is to evaluate critical success factors (CSFs) for the implementation of an enterprise resource planning (ERP) system from a user perspective. Design/methodology/approach The research was conducted in two successive steps. First, a literature review was conducted to derive CSFs for ERP system implementation. Second, a survey was conducted to evaluate the importance of these CSFs from a user perspective. Data were collected through a questionnaire that was distributed within a German manufacturer and was developed based on the CSFs found in the literature. Gray relational analysis (GRA) was used to rank the CSFs in order of importance from a user perspective. Findings The findings reveal that users regard 11 of the 13 CSFs found in the literature as important for ERP system implementation. Seven of the CFSs were classified as the most important from a user perspective, namely, project team, technical possibilities, strategic decision-making, training and education, minimum customization, software testing and performance measurement. Users regarded 2 of the 13 CSFs as not important when implementing an ERP system, including organizational change management and top management involvement. Research limitations/implications One limitation of this study is that the respondents originate from one organization, industry and country. The findings may differ in other contexts, and thus, future research should be expanded to include more organizations, industries and countries. Another limitation is that this study only evaluates existing CSFs from a user perspective rather than identifying new ones and/or the underlying reasons using more qualitative research. Practical implications A better understanding of the user perspective toward CSFs for ERP system implementation promises to contribute to the design of more effective ERP systems, a more successful implementation and a more effective operation. When trying to successfully implement an ERP system, the project team may use the insights from the user perspective. Originality/value Even though researchers highlight the important role users play during ERP system implementation, their perspective toward the widely discussed CSFs for ERP system implementation has not been investigated comprehensively. This study aims to fill this gap by evaluating CSFs derived from the literature from a user perspective.

An integrated framework for ERP system implementation

2017 ◽  
Vol 25 (1) ◽  
pp. 91-109 ◽  
Author(s):  
Kalinga Jagoda ◽  
Premaratne Samaranayake
Keyword(s):  
Enterprise Resource Planning ◽  
Critical Success Factors ◽  
Success Factors ◽  
Resource Planning ◽  
System Implementation ◽  
Erp Systems ◽  
Erp Implementation ◽  
Content Type ◽  
Erp System ◽  
Critical Success

Purpose The purpose of this paper is to propose an alternative integrated approach based on the stage-gate method to implement enterprise resource planning (ERP) systems which will enhance the effectiveness of ERP projects. Design/methodology/approach A literature review was conducted on ERP system implementation and its effectiveness. The need for improving implementation approaches and methodologies was examined. Based on the insights gained, a conceptual framework for ERP system implementation is presented by combining the state-gate approach with the pre-implementation roadmap. Findings The proposed framework aims to enhance the overall ERP implementation outcomes, ensuring critical success factors and eliminating common causes of failures. A pre-implementation roadmap is identified as a key element for eliminating many causes of failure including lack of organisations’ readiness for ERP. The post-implementation stage can be used for further improvements to the system through internal research and development. Research limitations/implications The development of the framework is an attempt to contribute to improving ERP implementation. This research is expected to motivate researchers to work in this area, and it will be beneficial to practicing managers in the identification of opportunities for improvements in ERP systems. Case studies will be valuable to refine and validate the proposed model. Originality/value This paper explores research in a needy area and offers a framework to help researchers and practitioners in improving ERP implementation. This framework is expected to reduce the implementation project duration, strengthen critical success factors and minimise common problems of ERP implementation projects.

scholarly journals Determining critical success factors for implementation of on-line registration systems

2017 ◽  
Author(s):  
◽  
Robyn Cindy Thompson
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Successful Implementation ◽  
System Implementation ◽  
Critical Factors ◽  
Erp Systems ◽  
Registration System ◽  
Erp System ◽  
Critical Success ◽  
On Line

The assignment of identifying Critical Success Factors (CSFs) for the successful implementation of the Enterprise Resource Planning (ERP) systems has become an important problem in the information system (IS) research. The necessity to identify CSFs becomes perceptible because of the failure often associated with the ERP system implementation in corporate organisations. The investigation and identification of CSFs will help cut costs of implementing ERP systems in organisations by giving higher precedence to the most critical factors. Literature has indicated that some factors of ERP system implementation labelled as critical are, in most cases, not critical for achieving success in the ERP system implementation. It can be argued that the inherent prediction error in the identification of CSFs is associated with the method employed for identifying criticality. Certain researchers have asserted that many of the studies on CSFs have based their findings on the use of content analysis method to identify and classify implementation factors of ERP systems as critical or not, rather than empirical findings. This intrinsic drawback has led researchers to suggest the use of sound scientific methods such as the structural equation modelling technique to identify CSFs to help guide the implementation of ERP systems in organizations. However, because of the limitations of the existing findings, the expectation is still much higher in effectively resolving the problem of identifying CSFs, in general. The overarching aim of this study was to determine those factors that are deemed critical for the successful implementation of the on-line registration system as an archetype of ERP system at HEIs. It was necessary to, firstly, identify common factors that have a significant impact on ERP system implementation and, secondly, to ascertain whether the identified factors are applicable in HEI settings, particularly to the on-line registration system. This study plans an in-depth exploration of the implementation of an on-line registration system with the identified factors forming the precursor to unearth those factors that are critical for the success of implementing on-line registration systems. The study has adopted a post-positivism mixed methods approach to identify and verify CSFs of the on-line registration system implementation, taking into consideration higher-order relationships between the factors. Data gathering took place using expert judgement with the involvement of role players in the implementation of on-line registration systems. The ADVIAN classification method provides the analytic tool for identifying factors that are deemed critical for successful implementation of on-line registration systems. The results reveal the existence of various dimensions of criticality with organisational culture and ERP strategy and implementation methodology emerging as critical factors, while the driving factors for implementation include ERP vendor support and guidance, senior and top management support, project plan with agreed objectives and goals, project management to implement project plan and project leader. It is established that the driven factors that should be observed when intervention measures are implemented include change management, post-implementation evaluation, software testing and troubleshooting, user training and user involvement. It is hoped that the CSFs discovered in this study will contribute towards the under-researched area of ERP and pragmatically aid the improvement of a process area that is in desperate need of business process re-engineering at HEIs.

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