scholarly journals Change Management Development in Effort to Increase Effectiveness of Enterprise Resource Planning (ERP) Implementation (Case study in PT ABC)

2019 ◽  
Author(s):  
Faisal Ikhram
Keyword(s):  
Change Management ◽  
Enterprise Resource Planning ◽  
Management Development ◽  
Resource Planning ◽  
Erp Implementation

scholarly journals COMPARATIVE STUDY OF ERP IMPLEMENTATION METHODOLOGY CASE STUDY: ACCELERATED SAP VS DANTES & HASIBUAN METHODOLOGY

2013 ◽  
Vol 8 (1) ◽  
pp. 8
Author(s):  
Muhammad Hafizhuddin Hilman ◽  
Farisya Setiadi ◽  
Ika Sarika ◽  
Jarot Budiasto ◽  
Rakhmat Alfian
Keyword(s):  
Enterprise Resource Planning ◽  
System Development ◽  
Resource Planning ◽  
Application Development ◽  
Erp Implementation ◽  
Erp System ◽  
Whole Process ◽  
Implementation Methodology ◽  
Development Paradigm

Enterprise Resource Planning (ERP) system is a concept of enterprise system that describe the integration of the whole process in the organization. Study in this field mostly about external development paradigm on information system development. So, issue in ERP is all about how to adopt it in the organization, not about the application development. This paper reviews two methodology on ERP system implementation, one is vendor perspective methodology and new generic perspective methodology. Comparation of both methodology is done in this study by using Roger Sessions’ metric. Result is the vendor perspective slightly superior than the new generic perspective methodology.

Insuring a Successful ERP Implementation

2011 ◽  
pp. 110-125
Author(s):  
Kimberly Furumo
Keyword(s):  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Erp Implementation ◽  
Erp System ◽  
Roles And Responsibilities ◽  
Case Study Analysis ◽  
Governmental Agencies ◽  
Governmental Organizations ◽  
It Implementation

This chapter provides a case study of a failed enterprise resource planning (ERP) implementation at a public university. Public universities, like other governmental agencies, may have more dif?culty implementing information technology (IT) because of limited resources, increased organizational bureaucracy, and extensive statutory reporting requirements. This chapter begins by identifying what an ERP system is, the dif?culties of implementing ERP systems, and the added dif?culties related to implementing technology in governmental organizations. In this case study analysis, upper managers, IT staff, and functional department end users were asked to identify why the project failed. Several lessons were learned including the importance of allocating adequate ?nancial resources to IT projects and managing the change process. As organizations move from the centralized legacy system environment which was prevalent in the last half of the 20th century, to the new distributed ERP environment, roles and responsibilities are changing. Readers are provided with practical suggestions that will help improve IT implementation success in governmental agencies.

ERP Implementation in State Government

2011 ◽  
pp. 302-318 ◽  
Author(s):  
Ed Watson ◽  
Sylvia Vaught ◽  
Dan Gutierrez ◽  
Dan Rinks
Keyword(s):  
Private Sector ◽  
State Government ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Transformation Process ◽  
Erp Implementation ◽  
Public Sector Organizations ◽  
Challenges And Opportunities ◽  
Private Sector Organizations

In the early 1990s, enterprise resource planning (ERP) emerged as the business standard for enterprise computing. The concepts associated with ERP, i.e., integration, standardization and process-centering, are indeed powerful and profound. Private sector organizations embraced this technology for varying reasons. ERP success or failure is determined in large part by how able and willing an organization is to undertake a radical business transformation process. At the dawn of the new century, ERP concepts are beginning to pervade public sector organizations, including state government. As with the private sector, each implementation brings with it unique challenges and opportunities. This case study takes a look at some of the exciting issues associated with the implementation of integrated systems in state government.

Organizational Knowledge Sharing in ERP Implementations

2005 ◽  
pp. 288-316
Author(s):  
Mary C. Jones ◽  
R.L. Price
Keyword(s):  
Knowledge Sharing ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Organizational Knowledge ◽  
End Users ◽  
Erp Implementation ◽  
Organizational Processes ◽  
Case Study Methodology ◽  
Study Methodology

This study examines organizational knowledge sharing in enterprise resource planning (ERP) implementation. Knowledge sharing in ERP implementation is somewhat unique because ERP requires end users to have more divergent knowledge than is required in the use of traditional systems. Because of the length of time and commitment that ERP implementation requires, end users are also often more involved in ERP implementations than they are in more traditional ERP implementations. They must understand how their tasks fit into the overall process, and they must understand how their process fits with other organizational processes. Knowledge sharing among organizational members is one critical piece of ERP implementation, yet it is challenging to achieve. There is often a large gap in knowledge among ERP implementation personnel, and people do not easily share what they know. This study presents findings about organizational knowledge sharing during ERP implementation in three firms. Data were collected through interviews using a multi-site case study methodology. Findings are analyzed in an effort to provide a basis on which practitioners can more effectively facilitate knowledge sharing during ERP implementation.

Prioritizing Packaged Software Implementation Projects

2013 ◽  
pp. 329-346
Author(s):  
Nicholas J. Rowland
Keyword(s):  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Political Conflict ◽  
Software Implementation ◽  
Management Technique ◽  
Erp Implementation ◽  
Committee Work ◽  
Software Implementations ◽  
Depth Interviews

This chapter examines the dynamics of prioritizing implementation projects. Building on the notion of “fit-gap” work, this chapter emphasizes the significance of “de-prioritization” as a practical technique for managing Enterprise Resource Planning (ERP) implementation projects. “Fit-gap” is a term that resonates with current academic and professional discussions concerning the use of customization and work-arounds necessary to coax suboptimal implementations into functioning properly as the systems age. These are not idle matters given the near irreversibility of ERP projects once initiated and the reported high probability of failure following implementation. Drawn from in-depth interviews and internal documents collected from a multiyear organizational case study of ERP in an institution of higher education, this chapter reports on various uses, interpretations, and consequences of prioritization techniques used to manage implementation projects. In practice, the idea that complex software implementations can be theoretically reduced to mere gaps in fit serves to obscure the political conflict and ambiguous economic accounting that underlie committee work devoted to identifying gaps, deliberating on possible fits, and then prioritizing which gaps are fit immediately and others scheduled for fit later on. In conclusion, while fit-gap committee work is openly intended to result in fewer customizations overall, de-prioritization, as a management technique, appears to “remove without removing” agenda items from the implementation schedule. The upshot for managers: placing such decisions in purgatory delays indefinitely investments of time and finances into customizing new software to fit old policies, and all the work-arounds necessary to shore-up any lingering idiosyncrasies.

Organization development through ad hoc problem solving

2013 ◽  
Vol 7 (1) ◽  
pp. 23-42 ◽  
Author(s):  
Davar Rezania ◽  
Noufou Ouedraogo
Keyword(s):  
Problem Solving ◽  
Knowledge Transfer ◽  
Enterprise Resource Planning ◽  
Ad Hoc ◽  
Resource Planning ◽  
Erp Implementation ◽  
Content Type ◽  
Knowledge Resources ◽  
Practical Implications

Purpose – The purpose of this research is to study the ad hoc problem of developing capabilities for knowledge transfer between various constituencies of an enterprise resource planning (ERP) implementation project. The paper studies how an ERP project develops ability to network, link, and integrate its various knowledge resources over time. Design/methodology/approach – The paper conducted a case study of an ERP project, from its initiation in 2008 to its completion in 2011. Findings – The case demonstrates the dynamics of development of knowledge transfer capacities through ad hoc problem solving. The paper identifies five mechanisms used in this case for the development of knowledge transfer capacities. Practical implications – Ad hoc problem solving mechanisms demonstrated in this paper can be intentionally planned and utilized in similar projects to enable interaction, integration, and institutionalization. Originality/value – Even though ad hoc problem solving as a model for change is prevalent in many organizations, studies of ad hoc problem solving capabilities as a mechanism for change are not extensive. This case describes ad hoc mechanisms that foster change and development of knowledge transfer capacities during large IT project implementations.

Capturing Users' Tacit Knowledge in ERP Implementation: An Exploratory Multi-Site Case Study

2007 ◽  
Vol 06 (01) ◽  
pp. 9-23 ◽  
Author(s):  
Ramaraj Palanisamy
Keyword(s):  
Tacit Knowledge ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Lessons Learned ◽  
Erp Systems ◽  
Structured Interviews ◽  
Erp Implementation ◽  
Case Study Methodology ◽  
Implementation Team

This study examines capturing users' tacit knowledge in enterprise resource planning (ERP) systems. To mitigate the risks in implementing ERP systems, a knowledge based approach is followed. The ERP implementation team depends upon users for their knowledge to understand the business rules and processes required for the ERP systems. The value of ERP implementation is increased when users' tacit knowledge has been integrated into ERP systems. This paper attempts to understand how Canadian organisations are capturing the users' tacit knowledge in ERP implementation. A case study methodology is followed to accomplish the research objective. Three organisations from telecommunication, government, and retail sectors participated in the study. For data collection, semi-structured interviews were conducted with four to six respondents from each firm. The findings about tacit knowledge sharing in three firms that have implemented ERP systems are presented. The findings are categorised as follows: ERP adoption by all three firms, implemented ERP modules, users' tacit knowledge capturing and conversion, activities and approaches, users' tacit knowledge for interim modification and post-implementation. The lessons learned are given by presenting a cross-comparison of three case studies.

scholarly journals An Analysis of the Processes that Ensure Success in ERP  Implementations - A Case Study in a Public Sector Organisation

2021 ◽  
Author(s):  
◽  
George Madalin Ciubotaru
Keyword(s):  
Enterprise Resource Planning ◽  
Business Processes ◽  
Middle Management ◽  
Resource Planning ◽  
Successful Implementation ◽  
Erp Implementation ◽  
Complex Projects ◽  
Management Commitment ◽  
High Level

<p>Companies adopt and implement Enterprise Resource Planning (ERP) systems to streamline their business processes, enhance functionality and reporting and ultimately to increase efficiency. ERP implementations are highly complex projects. This paper analyses those factors that need to be considered and understood for a successful implementation. ERP implementation chances of success can be increased by ensuring the ERP project receives a high level of executive and project sponsor support. Top and middle management commitment and leadership and good, clear communication should also be paid particular attention to by any organisation gearing up to undertake such an initiative.</p>

Enterprise Resource Planning (ERP)

2011 ◽  
pp. 1358-1378
Author(s):  
Joseph R. Muscatello ◽  
Diane H. Parente
Keyword(s):  
Enterprise Resource Planning ◽  
Operations Management ◽  
Resource Planning ◽  
Erp Implementation ◽  
Case Study Methodology ◽  
Erp System ◽  
Qualitative Research Design ◽  
Study Methodology ◽  
Insight Into

In today’s intensely competitive marketplace, companies can benefit strategically and tactically from enterprise resource planning (ERP) systems, if implemented correctly. However, with failure rates estimated to be as high as 50% of all ERP implementations, companies can be negatively impacted by a poorly performing ERP system. The research on ERP has focused on events leading to the selection, evaluation, and implementation of the ERP system. The intent of this research is to identify new or lightly researched theories regarding the difficulties of ERP implementations that can help practitioners successfully manage ERP implementations by performing a post-ERP implementation examination of eight corporations. We examine operations management (OM) literature rather than information systems (IS) literature in order to provide IS readers with an alternative yet valuable analysis. Further, we purposely avoid well-established findings by performing a large literature review. This article is based on a qualitative research design using case-study methodology. The propositions derived from the case studies form solid insight into the considerations that may influence the success of an ERP system.

Organizational Knowledge Sharing in ERP Implementation

2005 ◽  
pp. 208-232
Author(s):  
Mary C. Jones ◽  
R. Leon Price
Keyword(s):  
Knowledge Sharing ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Organizational Knowledge ◽  
End Users ◽  
Erp Implementation ◽  
Organizational Processes ◽  
Case Study Methodology ◽  
Study Methodology

This study examines organizational knowledge sharing in enterprise resource planning (ERP) implementation. Knowledge sharing in ERP implementation is somewhat unique, because ERP requires end users to have more divergent knowledge than is required in the use of traditional systems. Because of the length of time and commitment that ERP implementation requires, end users also are often more involved in ERP implementations than they are in more traditional ERP implementations. They must understand how their tasks fit into the overall process, and they must understand how their process fits with other organizational processes. Knowledge sharing among organizational members is one critical piece of ERP implementation, yet it is challenging to achieve. There is often a large gap in knowledge among ERP implementation personnel, and people do not easily share what they know. This study presents findings about organizational knowledge sharing during ERP implementation in three firms. Data were collected through interviews using a multi-site case study methodology. Findings are analyzed in an effort to provide a basis on which practitioners can facilitate knowledge sharing more effectively during ERP implementation.

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