scholarly journals Risk Assessment and Prioritization of ERP Implementation Based on BSC

2021 ◽  
Vol 2 (1) ◽  
pp. 16-23
Author(s):  
Somaieh Alavi ◽  
Shohreh Peivandzani ◽  
Seyedmehdi Mirmohammadsadeghi
Keyword(s):  
Enterprise Resource Planning ◽  
Failure Modes ◽  
Management Strategies ◽  
Resource Planning ◽  
Successful Implementation ◽  
Erp Implementation ◽  
Four Dimensions ◽  
Erp System ◽  
Critical Success ◽  
Risk Management Strategies

Successful implementation of Enterprise Resource Planning (ERP) system has many benefits for organizations, while its failure can have irreparable damages. Identifying the critical success and failure factors in implementing these systems seems essential. Therefore, evaluating the risk of implementing the organization’s resource planning before starting the project is necessary. Failure Modes and Effects Analysis (FMEA) should be assessed and analyzed. Then, for each risk, risk management strategies are mentioned and prioritized using the TOPSIS method. After categorizing the organization’s risks in four dimensions of stakeholders, growth and learning, process and finance and ranking them based on FMEA, it was determined that the stakeholder dimension is in the first place, which shows the effectiveness of this dimension in advancing ERP implementation. The second place is given to growth and learning, which can be concluded to what extent education and knowledge management can reveal its effect on the project. The third and fourth ranks are the dimensions of process and finance, respectively, which, although the concern of most organizations to implement ERP is the financial dimension, is in the last rank of the category. Doi: 10.28991/HEF-2021-02-01-02 Full Text: PDF

The Factors Affecting Successful Implementation of ERP in Nanjing Manufacturing SMEs

2011 ◽  
Vol 2 (3) ◽  
pp. 15-26
Author(s):  
Xi Chen ◽  
Rapeepat Techakittiroj
Keyword(s):  
Enterprise Resource Planning ◽  
High Speed ◽  
Resource Planning ◽  
Management Model ◽  
Successful Implementation ◽  
Erp Implementation ◽  
Factors Affecting ◽  
Erp System ◽  
National Corporation ◽  
Implementation Factors

Enterprise Resource Planning (ERP) system in companies can be implemented to Multi National Corporation (MNC), Larger Enterprise, and Small & Medium-sized Enterprises (SMEs). In China, 99% of all companies can be categorized as SMEs. With a decade of high-speed economy development after entering the 21st century, traditional Chinese SMEs want to find a new management model to improve work efficiency and increase business opportunities. This study finds the factors affecting the diffusion and successful implementation of ERP in Chinese Nanjing manufacturing SMEs. It will lead to the conclusion that ERP investment and implementation, which could be used as project guideline by the management of SMEs or companies that adopt ERP in intend to implement them. The objective is to provide Nanjing’s SMEs implementing ERP with knowledge about ERP implementation factors.

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 Critical Success Factors Enterprise Resource Planning (ERP) Implementation in Higher Education

2021 ◽  
Vol 4 (1) ◽  
pp. 54
Author(s):  
Adjeng Kartika Rizkiana ◽  
Hamzah Ritchi ◽  
Zaldy Adrianto
Keyword(s):  
Higher Education ◽  
Enterprise Resource Planning ◽  
Success Factors ◽  
Resource Planning ◽  
Data Management System ◽  
Successful Implementation ◽  
Key Factors ◽  
Erp Implementation ◽  
College And University ◽  
Critical Success

One of the technologies that can optimize the data management system in Higher Education is the Enterprise Resource Planning (ERP) information system. However, in its implementation, failures often occur. This research was conducted to formulate the key factors for the successful implementation of ERP systems in universities. The research method used is descriptive qualitative through case studies on 4 campuses in West Java. The 20 key factors taken are the result of iterations of 32 works of literature in the 2016-2019 timeframe. The results of the study provide an overview of the key success factors that have emerged at each college and university.

Reengineering for Enterprise Resource Planning (ERP) Systems Implementation

2012 ◽  
pp. 791-806
Author(s):  
C. Annamalai ◽  
T. Ramayah
Keyword(s):  
Enterprise Resource Planning ◽  
Success Factors ◽  
Joint Venture ◽  
Manufacturing Sector ◽  
Resource Planning ◽  
Success Factor ◽  
Management Support ◽  
Erp Implementation ◽  
Erp System ◽  
Critical Success

Reengineering is a concept that is applicable to all industries, particularly information and communication technology (ICT) projects regardless of organizational type, size, culture, or location. The enterprise resource planning (ERP) system frequently requires organizations to change their existing business processes to harmonize them its functional activities. 72% of the ERP implementation failures reported worldwide (Eric, 2010) because of the various critical success factors (CSFs). A Critical Success Factor (CSF) is defined as a factor needed to implement ERP system successfully. Assessing the importance of CSFs of Enterprise Resource Planning systems has always remained an important concern for academicians and researchers. This study explores and assesses the CSFs affecting the ERP implementation success. Long term Top management Support (LTS), Perceived ERP benefits (PEB), ERP in-house Training (EIT), Project Tracking (PTG), Visible Project Phases (VPP), Project Phase Update (PPU), Interdepartmental Cooperation (IDP), Strategic IT planning (STP), ERP vendor Support (EVS), and Data Analysis and Conversion (DAC) were found dominant critical factors for the success of the ERP implementation in the manufacturing sector. This study investigates how many CSFs are strongly correlated with each other for the success of ERP projects in the manufacturing sector. Furthermore, this study also tests empirically using the Statistical Package for Social Science Analysis of Moment on Structures (SPSS AMOS 18.0) to justify the level of CSFs among the local and joint-venture companies using a t-test analysis.

MULTI-FACTOR ENTERPRISE METHODOLOGY: AN APPROACH TO ERP IMPLEMENTATION

CCIT Journal ◽  
2011 ◽  
Vol 5 (1) ◽  
pp. 19-31
Author(s):  
Gede Rasben Dantes
Keyword(s):  
Enterprise Resource Planning ◽  
Fundamental Problem ◽  
Resource Planning ◽  
Successful Implementation ◽  
Erp Implementation ◽  
Erp System ◽  
Top Management Commitment ◽  
Information And Communication ◽  
Technical Factors ◽  
Implementation Methodology

As further investigation on the Information and Communication Technology (ICT) investment especially in Indonesia showed that a larger capital of investment does not automatically bring more benefit for the company, for example Enterprise Resource Planning (ERP) system implementation. The present research was aimed at developing a methodology for ERP Implementation which was fundamental problem for achieving a successful implementation. This methodology will be contained some factors that influenced ERP implementation success (technical or non-technical) as an activity each phase. Because, some of methodologies that common used by consultant more concentrating on technical factors without considering non-technical factors. Non-technical factors were involved in the new proposed of ERP implementation methodology, such as: top management commitment, support, and capability; project team composition, leadership, and skill; organizational culture; internal/external communication; organization maturity level; etc. The conclusion of the study was expected to be useful for private or public sectors when implementing ERP in order to gain optimal return value from their investment.

The Validity of the Improvisation Argument in the Implementation of Rigid technology: The Case of ERP systems

2006 ◽  
Vol 21 (3) ◽  
pp. 165-175 ◽  
Author(s):  
Amany R. Elbanna
Keyword(s):  
Enterprise Resource Planning ◽  
Network Theory ◽  
Actor Network Theory ◽  
Resource Planning ◽  
Evaluation Methods ◽  
Successful Implementation ◽  
Erp Systems ◽  
Erp Implementation ◽  
Actor Network ◽  
Erp System

Claudio Ciborra's improvisation argument provides a realistic dynamic account of how organisational practices address technology. This was developed from the study of malleable open-ended technology, but little research has occurred to investigate the theory's validity within different settings. This paper seeks to address this gap, by examining improvisation in the context of a rigid highly structured technology. It presents findings from the successful implementation of an Enterprise Resource Planning (ERP) system within a large international organisation, which was subsequently defined by the ERP vendor as being an ‘exemplary site’. Through the theoretical lens of Actor Network Theory, the paper reveals the improvisation, enactments and constant work around the plan that took place in dealing with the high contingencies of ERP implementation. The study extends the discussion on improvisation and contributes to an already illuminating argument. It invites practitioners to reflect on ERP implementation practice and review their evaluation methods.

Reengineering for Enterprise Resource Planning (ERP) Systems Implementation

2012 ◽  
pp. 185-200
Author(s):  
C. Annamalai ◽  
T. Ramayah
Keyword(s):  
Enterprise Resource Planning ◽  
Success Factors ◽  
Joint Venture ◽  
Manufacturing Sector ◽  
Resource Planning ◽  
Success Factor ◽  
Management Support ◽  
Erp Implementation ◽  
Erp System ◽  
Critical Success

Reengineering is a concept that is applicable to all industries, particularly information and communication technology (ICT) projects regardless of organizational type, size, culture, or location. The enterprise resource planning (ERP) system frequently requires organizations to change their existing business processes to harmonize them its functional activities. 72% of the ERP implementation failures reported worldwide (Eric, 2010) because of the various critical success factors (CSFs). A Critical Success Factor (CSF) is defined as a factor needed to implement ERP system successfully. Assessing the importance of CSFs of Enterprise Resource Planning systems has always remained an important concern for academicians and researchers. This study explores and assesses the CSFs affecting the ERP implementation success. Long term Top management Support (LTS), Perceived ERP benefits (PEB), ERP in-house Training (EIT), Project Tracking (PTG), Visible Project Phases (VPP), Project Phase Update (PPU), Interdepartmental Cooperation (IDP), Strategic IT planning (STP), ERP vendor Support (EVS), and Data Analysis and Conversion (DAC) were found dominant critical factors for the success of the ERP implementation in the manufacturing sector. This study investigates how many CSFs are strongly correlated with each other for the success of ERP projects in the manufacturing sector. Furthermore, this study also tests empirically using the Statistical Package for Social Science Analysis of Moment on Structures (SPSS AMOS 18.0) to justify the level of CSFs among the local and joint-venture companies using a t-test analysis.

The Underlying Test: Human, Organisational and Technical Considerations adjoined with Critical Success Factors when implementing ERP

2010 ◽  
pp. 134-155
Keyword(s):  
Enterprise Resource Planning ◽  
Critical Success Factors ◽  
Success Factors ◽  
Resource Planning ◽  
Erp Systems ◽  
Erp Implementation ◽  
Erp System ◽  
Success Stories ◽  
Critical Success ◽  
Technical Considerations

Enterprise Resource Planning (ERP) systems are pervasive information systems that have been fundamental in organisations for the past two decades. ERP systems may well count as the most important development in technology in the 1990s. There are many ERP success stories; equally there are as many failure stories. However, organisations encounter obstacles when implementing ERP systems. This chapter intends to explore some of the problems that occur throughout the implementation of an ERP system.Through the exploration of the literature a framework is constructed considering human, organisational and technical considerations adjoined with critical success factors when implementing ERP. Drawing on empirical evidences from a UK SME, 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 chapter suggests the fundamental challenge of ERP implementation is not technology but organisational and human problems, which, if not fully understood and addressed, can lead to ERP failure. Finally, this chapter considers the critical success factors that resulted in the failure of the ERP at the case company in the chartering phase of the implementation.It is hoped this chapter will assist in understanding that human, organisational and technical considerations adjoined with critical success factors will encourage practitioners to address these problems and increase their chance of success during ERP implementation.

The Factors Affecting Successful Implementation of ERP in Nanjing Manufacturing SMEs

2013 ◽  
pp. 59-70
Author(s):  
Xi Chen ◽  
Rapeepat Techakittiroj
Keyword(s):  
Enterprise Resource Planning ◽  
High Speed ◽  
Resource Planning ◽  
Management Model ◽  
Successful Implementation ◽  
Erp Implementation ◽  
Factors Affecting ◽  
Erp System ◽  
Business Opportunities ◽  
Implementation Factors

Enterprise Resource Planning (ERP) system in companies can be implemented to Multi National Corporation (MNC), Larger Enterprise, and Small & Medium-sized Enterprises (SMEs). In China, 99% of all companies can be categorized as SMEs. With a decade of high-speed economy development after entering the 21st century, traditional Chinese SMEs want to find a new management model to improve work efficiency and increase business opportunities. This study finds the factors affecting the diffusion and successful implementation of ERP in Chinese Nanjing manufacturing SMEs. It will lead to the conclusion that ERP investment and implementation, which could be used as project guideline by the management of SMEs or companies that adopt ERP in intend to implement them. The objective is to provide Nanjing’s SMEs implementing ERP with knowledge about ERP implementation factors.

scholarly journals ENTERPRISE RESOURCE PLANNING SYSTEMS IMPLEMENTATION AS A COMPLEX PROJECT: A CONCEPTUAL FRAMEWORK

2010 ◽  
Vol 11 (4) ◽  
pp. 533-549 ◽  
Author(s):  
Saumyendu Ghosh ◽  
Mirosław J. Skibniewski
Keyword(s):  
Project Management ◽  
Enterprise Resource Planning ◽  
Success Factors ◽  
Resource Planning ◽  
Future Research ◽  
Management Approach ◽  
Erp Implementation ◽  
Erp System ◽  
Critical Success ◽  
Complex Project

The purpose of this paper is to investigate current literature on critical success factors (CSF) and risk factors (RF) of enterprise resource planning (ERP) system implementation and provide a systemic explanation of complexities involved in such implementation. This study will compile literature that highlighted possible references to CSFs of ERP implementations, definition of complex projects and ERP are compared with project management and project governance impacts. By analyzing highly likely CFS and RFs mentioned in literature, CSF and RFs will be mapped to project complexities involved in any ERP implementation. This is an exploratory study as it is based on literature review to understand ERP implementation and validations. The future research needs to include data collection from ERP adopters and longitudinal analyses of trends based on advances in ERP project management and governance capabilities in different ERP implementations. This article will be significant contribution to current body of knowledge because it helps us understand ERP application implementation as a complex project instead of linear system as currently documented in the literature. This article has outlined the conceptual revisions needed to extend the new project management approach from its current linear way of looking into project management of ERP projects. The article suggests that ERP project management is best understood within the context of environmental complexities. This paper is the first attempt to explore ERP implementations based on current enterprise environment and how to meet those CSF and RFs from complexity perspective. Santrauka Straipsnio tikslas – išnagrineti dabartinius literatūros šaltinius apie imones ištekliu planavimo sistemos igyvendinimo kritinius sekmes ir rizikos veiksnius, pateikti sistemiška kliūčiu, su kuriomis galima susidurti igyvendinant sistema, paaiškinima. Ši analize grindžiama tokiais literatūros šaltiniais, kuriuose kalbama ar užsimenama apie kritinius imones ištekliu planavimo sekmes veiksnius, sudetiniu projektu apibrežima, o imones ištekliu planavimas lyginamas su projektu valdymo poveikiais. Labiausiai tiketini analizuojamieji kritines sekmes ir rizikos veiksniai, mineti literatūroje, bus atvaizduojami tarp projektu kliūčiu, itrauktu bet kuriame imones ištekliu planavimo igyvendinimo etape. Tai yra aiškinamasis tyrimas, nes grindžiamas literatūros apžvalga imones ištekliu planavimo ir valdymo klausimais. Tolesniam tyrimui reikia surinkti duomenis iš ištekliu planavimo sistema idiegusiu imoniu ir atlikti ilgalaike pažangos tendenciju analize, valdant ištekliu planavimo projektus, bei ivertinti skirtingu imones ištekliu valdymo planu igyvendinimo galimybes. Šiame straipsnyje pateikiama daug žiniu apie imoniu ištekliu planavimo sistemos igyvendinima kaip kompleksini projekta, o ne šiuo metu literatūroje pateikiama linijine sistema. Straipsnyje numatyti konceptualūs taisymai, norint nuo dabartinio linijinio požiūrio pereiti prie naujojo imones ištekliu planavimo projektu valdymo požiūrio. Pažymeta, kad ištekliu planavimo projektu valdymas geriausiai suvokiamas aplinkos sudetingumo kontekste. Šis straipsnis – tai pirmasis meginimas ištirti imones ištekliu planavimo igyvendinima esamoje imones aplinkoje ir bandymas susidoroti su kritiniais sekmes ir rizikos veiksniais atsižvelgiant i kylančias kliūtis.

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