End-user Attitude in ERP Post-Implementation

2012 ◽  
pp. 233-249
Author(s):  
Tiago Almeida ◽  
Leonor Teixeira ◽  
Carlos Ferreira
Keyword(s):  
Success Factors ◽  
End Users ◽  
Limited Time ◽  
End User ◽  
Training Time ◽  
Whole Process ◽  
Critical Success ◽  
Need For Support ◽  
Major Facilitator ◽  
The Impact

This chapter analyzes the impact of the implementation of SAP R/3 in a Multinational Portuguese Organization (MPO), defining some Critical Success Factors (CSFs). In order to understand the motivations of end-users prior to implementation and to analyze the behavior after a change (post-implementation), a study based on a questionnaire was carried out. The sample included 67 users of SAP R/3 that were present throughout the process. Considering the results, the authors conclude that the implementation of SAP R/3 in MPO was successful, and the respondents consider their work more productive and achieve easier access to information. The existence of a solid team to support the project was established as a major facilitator in the whole process, as opposed to the limited time and lack of training that emerged as barriers to the implementation. It was also found that the learning period assumes a high importance in the success of the implementation, since increasing the training time reduces the need for support to the end-users.

Preliminary Study of the Impact of Critical Success Factors on Project Success in Pakistan

2014 ◽  
Vol 1 (4) ◽  
pp. 9-13 ◽  
Author(s):  
Aqeel Ahmed ◽  
Muhammad Sehail Younis
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Project Success ◽  
Workforce Planning ◽  
Survey Instrument ◽  
Past Performance ◽  
Cronbach Alpha ◽  
Critical Success ◽  
Preliminary Study ◽  
The Impact

This preliminary study attempts to link among the critical success factors on overall project success in public sector organizations in Pakistan.  In this study it’s reflected that major critical success factors (soundness of Business & workforce, planning & control, quality performance and past performance) can enhance the success of the project in Pakistan.  The purpose of this preliminary study was to verify the reliability of the survey instrument which has been used in European countries. It was found that the planning & control was the highest Cronbach Alpha value, while the ranged for each constructs in the present study from 0.68 to 0.88.  Therefore, based on the Cronbach alpha value score, the proposed survey instrument has fulfilled the basic requirement of a valid instrument.

scholarly journals The impact of end-userś participation (cancer patients) during the optimization process

2020 ◽  
Vol 30 (Supplement_5) ◽  
Author(s):  
S Houwaart
Keyword(s):  
End Users ◽  
Public Health Care ◽  
Optimization Process ◽  
Patient Organization ◽  
End User ◽  
The Public ◽  
Patient Organizations ◽  
Crucial Information ◽  
The Individual ◽  
The Impact

Abstract End-user (e.g. patients or the public) testing of information material is becoming more common in the German public health care system. However, including the end-user (in this case patients) in an optimisation process and thus enabling a close collaboration while developing PIMs is still rare. This is surprising, given the fact that patients provide the exact perspective one is trying to address. Within the isPO project, a patient organization is included as a legal project partner to act as the patient representative and provide the patient's perspective. As such, the patient organization was included in the PHR approach as part of the PIM-optimisation team. During the optimisation process, the patients gave practical insights into the procedures of diagnosing and treating different types of cancer as well as into the patient's changing priorities and challenges at different time points. This was crucial information for the envisioned application of the individual PIMs and their hierarchical overview. Moreover, the developed PIM-checklist enabled the patients to give detailed feedback to the PIMs. With their experience of being in the exact situation in which the PIMs will be applied, their recommendations, especially on the wording and layout of the materials, have been a valuable contribution to the PIM optimisation process. In this part of the seminar, we will take a closer look at the following skill building aspects: What is gained from including patients as end-users in the development and optimization of PIM?How can we reach patients to contribute to a PIM optimization process? Which requirements and prerequisites do patients have to provide to successfully work on an optimisation team?How to compromise and weigh opinions when different ideas occur? Altogether, this part will construct a structured path of productive patient involvement and help to overcome uncertainties regarding a collaboration with patient organizations.

scholarly journals The impact of project manager on project success — The case of ICT sector

2016 ◽  
Vol 38 (2) ◽  
pp. 261-281
Author(s):  
Bálint Blaskovics
Keyword(s):  
Project Management ◽  
Leadership Style ◽  
Critical Success Factors ◽  
Success Factors ◽  
Project Success ◽  
Personal Characteristics ◽  
Critical Success ◽  
Success Criteria ◽  
The Impact ◽  
Management Attitude

The project management literature on project success is rich. Numerous papers focus on the evolution of the understanding of project success, identification of success criteria and critical success factors. Critical success factors increase the potential for achieving project success, while project success can be evaluated with the help of success criteria. Although the interrelationships between critical success factors and success criteria are rarely analyzed, yet there is a strong demand for it. The aim of this paper is twofold. One of the aims is to identify the impact of one of the critical success factors, the project manager’s project management attitude on project success. The other aim is to highlight the interrelationship between the project manager’s personal characteristics and project management attitude and leadership style, which are three critical success factors. These aim to address the shortcoming mentioned above, which is considering the lack of the interrelationships between critical success factors and success criteria. The research outcomes are drawn from qualitative field research at the Hungarian subsidiaries of multinational companies operating in the ICT sector.

Collaborative Networks

2013 ◽  
pp. 1638-1653
Author(s):  
Kathryn Cormican
Keyword(s):  
Knowledge Sharing ◽  
Open Innovation ◽  
Small Firms ◽  
Success Factors ◽  
Business Models ◽  
Value Added ◽  
Collaborative Networks ◽  
End User ◽  
Critical Success ◽  
Innovative Solutions

The business landscape has changed dramatically in recent years. Innovative organisations are restructuring their business models. They are moving away from discrete linear value chains towards open innovation models such as networks. Small to Medium Sized Enterprises (SMEs) recognise that in order to survive they must be equipped with the relevant competencies required to design, develop and deploy innovative solutions that meet the needs of the end user. More and more small firms are collaborating with each other in order to create value added products and access new markets. However, the task of working in a collaborative network is not easy. SMEs find it particularly difficult to engage in these activities and experience many challenges in this regard. Moreover, there are very few support structures and systems available to guide successful knowledge sharing and collaboration. This chapter explores the fundamental concepts of collaborative networks and knowledge sharing, synthesises and presents some of the challenges faced by SMEs and identifies some critical success factors that should be considered to help overcome the barriers identified.

Collaborative Networks

2011 ◽  
pp. 169-184
Author(s):  
Kathryn Cormican
Keyword(s):  
Knowledge Sharing ◽  
Open Innovation ◽  
Small Firms ◽  
Success Factors ◽  
Business Models ◽  
Value Added ◽  
Collaborative Networks ◽  
End User ◽  
Critical Success ◽  
Innovative Solutions

The business landscape has changed dramatically in recent years. Innovative organisations are restructuring their business models. They are moving away from discrete linear value chains towards open innovation models such as networks. Small to Medium Sized Enterprises (SMEs) recognise that in order to survive they must be equipped with the relevant competencies required to design, develop and deploy innovative solutions that meet the needs of the end user. More and more small firms are collaborating with each other in order to create value added products and access new markets. However, the task of working in a collaborative network is not easy. SMEs find it particularly difficult to engage in these activities and experience many challenges in this regard. Moreover, there are very few support structures and systems available to guide successful knowledge sharing and collaboration. This chapter explores the fundamental concepts of collaborative networks and knowledge sharing, synthesises and presents some of the challenges faced by SMEs and identifies some critical success factors that should be considered to help overcome the barriers identified.

Exploring the Behavioral Dimension of Client/Server Technology Implementation

2008 ◽  
pp. 1579-1594
Author(s):  
Eitel J.M. Lauría
Keyword(s):  
Information Technology ◽  
Organizational Behavior ◽  
Technology Implementation ◽  
User Interaction ◽  
End Users ◽  
End User ◽  
Maturity Level ◽  
Implementation Phase ◽  
Client Server ◽  
The Impact

This paper explores the impact of human factor and organizational behavior on the outcome of information technology implementation projects. Client/server technology implementation is used as the leading case, given the fact that it is a good example of a major paradigm shift. The results draw attention to the importance of end-user interaction and the maturity level of organizations as significant factors in the success and benefits of the project. Client/server projects seem to be more successful, are executed in a more timely manner, and yield greater benefits when end users take an active participation in some of the stages, particularly during the implementation phase.

Time-Life, World Reporter and the secretary: experiments with end-users

1986 ◽  
Vol 12 (4) ◽  
pp. 167-175 ◽  
Author(s):  
David Nicholas ◽  
Kevin Harris ◽  
Gertrud Erbach
Keyword(s):  
Information Retrieval ◽  
Information Seeking ◽  
Information Source ◽  
End Users ◽  
End User ◽  
Training Time ◽  
Wide Scale ◽  
Time To Learn ◽  
Information Retrieval Methods ◽  
Near Future

After six months of training Time-Life book researchers to use online databases it is clear that they will not become end-users overnight—despite plentiful training, good facilities, user-friendly interfaces and the like. The reasons for this are less clear but high on the list come: a lack of time (to learn and maintain the necessary searching skills); a general reluctance to abandon the tried and tested—and often pleasurable—con ventional information retrieval methods (there is certainly nothing to suggest that the computer is going to replace the telephone as an information source); and the low priority given to the (formal) information-seeking component of the job (high priority being given to the more visible and pressing elements, like writing and commissioning pictures). There is little in Time-Life's online experience to lend support to the belief that there will be wide-scale end-user searching in the near future. Online will find its place in the array of information retrieval methods at the disposal of the user and will undoubtedly be used where manual methods have failed: it is unlikely, however, to supplant manual systems that work well and are well-liked. Secretaries do appear to be well-qualified, and in an excel lent position to become a major end-user group and might indeed pose a threat to the librarian intermediary in the near future.

Critical success factors for achieving environmental approvals

2019 ◽  
Vol 59 (2) ◽  
pp. 694
Author(s):  
Petrina Raitt
Keyword(s):  
Risk Assessment ◽  
Critical Success Factors ◽  
Success Factors ◽  
Oil And Gas ◽  
Project Team ◽  
Assessment Process ◽  
Skill Sets ◽  
Critical Success ◽  
Impact Reduction ◽  
The Impact

In recent years, industry has experienced increased regulatory scrutiny and public interest in the environmental approvals of oil and gas activities, with common challenges across industry in areas such as impact and risk assessment, stakeholder consultation and risk and impact reduction measure application. Some critical success factors for a project team to meet its targets for environmental approval are: • early planning • access to information • use of appropriately skilled resources. Environmental approvals take time, and scheduling and planning for their preparation and submission should be high on the list of priorities when planning a project. Understanding the regulatory process and knowing what level of information is required at each point is critical. Information to support environmental approvals is available in various forms, including referencing previous approval documentation, reviewing scientific literature and leveraging the skills and experience of project team members. With a common regulator across all offshore petroleum approvals, having ready access to the best and most up-to-date information is critical to meet their expectations. The impact and risk assessment process that underpins the environmental approval is complex and requires a step-by-step approach to establish context (both technical and environmental), identify and assess impacts and propose controls, all while seeking input from stakeholders and monitoring performance. Each of these tasks requires different skill sets, and the key to success is in recognising this and responding by finding the right combination of competency and experience in project team resources. This paper discusses these critical success factors and explores in detail the skill sets that best support impact and risk assessment and subsequent environmental approval for oil and gas activities in Australia.

TOPSIS approach to prioritize critical success factors of TQM

2016 ◽  
Vol 28 (2) ◽  
pp. 235-249 ◽  
Author(s):  
Gholamhossein Mehralian ◽  
Jamal A Nazari ◽  
Hamid Reza Rasekh ◽  
Sajjad Hosseini
Keyword(s):  
Pharmaceutical Industry ◽  
Emerging Markets ◽  
Critical Success Factors ◽  
Success Factors ◽  
Successful Implementation ◽  
Pharmaceutical Sector ◽  
Content Type ◽  
Critical Success ◽  
Topsis Approach ◽  
The Impact

Purpose – The pharmaceutical industry has a critical impact on health promotion. It is essential to identify and prioritize the critical success factors (CSFs) within this industry to ensure successful implementation of total quality management (TQM). Therefore, the purpose of this paper is to identify and prioritize CSFs that affect TQM successful implementation in the pharmaceutical industry. Design/methodology/approach – Based on a thorough review of the literature and building on the earlier studies, a valid questionnaire was developed and sent to 320 managers in pharmaceutical sector. In total, 210 completed questionnaires were returned. The technique for order of preference by similarity to ideal solution (TOPSIS) was used to rank and prioritize CSFs. Findings – Results of the data analyses showed that information and analysis, management commitment, relationship with suppliers, and customer focus are the top four CSFs for the successful implementation of TQM in the pharmaceutical sector. Originality/value – Using TOPSIS approach, this is the first study that determines CSFs that have impact on successful implementation of TQM in the pharmaceutical sector. There have been limited studies investigating the CSFs in developing countries. The findings will be useful in helping manager to successfully implement TQM in emerging markets. The approach will help future studies to examine the impact of successful implementation of TQM on firm performance in other industries and in emerging markets.

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