Time, Attitude, and User Participation

2010 ◽  
pp. 80-98
Keyword(s):  
Process Model ◽  
User Involvement ◽  
Implementation Process ◽  
Model Analysis ◽  
User Participation ◽  
Erp Implementation ◽  
New Techniques ◽  
Erp System ◽  
User Groups

Assimilation of a standard ERP system to an organization is difficult. User involvement seems to be the crux of the matter. However, even the best intentions for user involvement may come to nothing. A case study of a five-year ERP implementation process reveals that a main reason may be that the perception of usefulness of the system in any given phase of the implementation is heavily dependent on preceding events—the process. A process model analysis identifies eight episodes and nine encounters in the case showing that the user’s attitude towards the ERP system changes between acceptance, equivocation, resistance and rejection depending on three things: (1) the dynamic between user and consultants, (2) the dynamic between different user groups, and (3) the understanding of technical, organizational and socio-technical options. When relating the empirical findings to existing theory on user participation, it is argued that the changes could be explained as a slide from influential user participation toward pseudo participation and back to influential participation, and that user participation in the context of ERP implementations raises new issues regarding user participation. Thus further research regarding new approaches and/or new techniques and tools for user participation in the context of ERP implementations is needed.

ERP Project Implementing Personnel Case Study

2011 ◽  
Vol 403-408 ◽  
pp. 305-308
Author(s):  
Yue Sheng Zhang
Keyword(s):  
Implementation Process ◽  
Erp Implementation ◽  
Enterprise Informatization ◽  
Erp System ◽  
Enterprise Resources Planning ◽  
Gradual Process ◽  
Resources Planning ◽  
And Training ◽  
Application Scope

With the enterprise informatization, the ERP system(Enterprise Resources Planning) application scope expands unceasingly, this not only to the implementation of ERP the number of people there is more demand, the more to the implementation of ERP talents of technology and comprehensive quality put forward the update higher requirements. How to train excellent ERP implementation consultant become the key of solving this problem. Based on ERP implementation of financial advisers as an example to discuss the ERP implementation process of training and training talents, put forward "content 3 x5 training law," that is a process of training financial advisers are divided into beginning, strengthen and perfect step three, each step comprehensive cultivation five abilities, the five kinds of the cultivation of ability is a gradual process.

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.

scholarly journals Issues in Implementing CRM: A Case Study

10.28945/2827 ◽  
2004 ◽  
Author(s):  
Rui Da Silva ◽  
Ilan Rahimi
Keyword(s):  
Decision Makers ◽  
Erp Implementation ◽  
Erp System ◽  
The Road ◽  
Strategic Processes ◽  
Increase Efficiency

In recent years several large organizations in Israel implemented CRM systems in order to increase efficiency. The difficulties managers and decision makers in all fields of business have to face are great as there is no one 'fixed formula' to guarantee the success of such a maneuver. However, there is a set of guidelines that can assure the road to success of such a change when one wishes to implement an ERP system. Holland and Light's (1999) CSF model that was designed to ensure successful ERP implementation is at the heart of the present paper. They present tactical and strategic processes to ease such a process. This paper shall focus on two of the following issues: First the paper will examine whether it is possible to extend the Holland and Light model and make it suitable to CRM implementation, and second, it will review the modifications that the model must undergo in order to achieve this objective. Twenty companies of various industrial fields that implemented CRM were reviewed. The paper presents the case study of three of these companies. The analysis of the interviews and survey that is currently being processed in Israel will be presented at the conference.

An Investigation of Enterprise Resource Planning Implementation in a Small Firm

2013 ◽  
pp. 57-80
Author(s):  
Magdy Abdel-Kader ◽  
Thu Phuong Nguyen
Keyword(s):  
Decision Making ◽  
Small Firm ◽  
Enterprise Resource Planning ◽  
Implementation Process ◽  
Resource Planning ◽  
Erp Systems ◽  
Erp Implementation ◽  
Erp System ◽  
Small Organizations ◽  
Selection Processes

Enterprise Resource Planning (ERP) systems have been recognized as complex and costly, which limited their implementation in large organizations. However, an increasing number of small organizations have recently gained interest in this system. This paper investigates the implementation process of ERP in a small firm. The investigation focused on two perspectives of ERP implementation: successes achieved and problems encountered. Despite many problems encountered in the firm, the ERP system still exists. This gives evidence that small organizations are more flexible and motivated to adapt to change and implement an ERP system. Most problems were encountered at early stages of implementation, which can be minimized if deliberate decision making of ERP implementation and proper selection processes were in place. Further, ERP is a good solution for small organizations if they are able to build a relevant in-house system.

Enhancing RCIES Model

2016 ◽  
pp. 624-643
Author(s):  
Arwa Mukhtar Makki ◽  
Tarig Mohamed Ahmed
Keyword(s):  
Risk Factors ◽  
Risk Identification ◽  
Successful Implementation ◽  
Management Process ◽  
Erp Implementation ◽  
Erp System ◽  
Strategic Risk ◽  
Risk Management Process ◽  
The Impact

Risk identification and prioritization is very essential activity in any successful strategic risk management process. Developing a plan for dealing with such problems reduces the impact of unexpected risks and failures while prioritizing risks draws attention, efforts and resources to the risks with great impact on projects success. The aim of this paper, is to identify the critical risk factors in an ERP project through a case study of a successful implementation of an ERP system in a Sudanese organization and to understand how the organization implemented the appropriate controls to minimize its business risks impact. To achieve this objective, a number of key articles were reviewed and analyzed to understand the different critical risk factors influence ERP implementation. New risk factors and controls influence ERP implementation have been identified. A new model of ERP implementation critical risk factors was developed. Furthermore, the risk factors were classified into categories, probability, impact and proximity, then using a prioritizing tool, the results of this study contributes to risks identification and prioritization by pointing to the less priority and the most critical risk factors.

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.

The Myth of Integration

2011 ◽  
pp. 17-42
Author(s):  
Rosio Alvarez
Keyword(s):  
Enterprise Resource Planning ◽  
Nonprofit Organization ◽  
Implementation Process ◽  
Resource Planning ◽  
Organizational Values ◽  
Integrated System ◽  
Erp System ◽  
Time Served ◽  
Organizational Reality

This research examines the implementation process of an enterprise resource planning (ERP) system and shows that implementation cannot be viewed solely in instrumental terms–that is, organizations do not simply select systems based on information requirements so that proper “fit” can be achieved. Instead, this research suggests that the activities of selecting and implementing a new ERP become the medium for (re-)constructing or (re-)constituting the organization’s values. Theorists have described such activities as a “mythmaking” process. A case study of an implementation at a large nonprofit organization is presented to demonstrate how myth-making served to construct an ERP system as an “integrated” system and at the same time served to elaborate existing organizational values. The myth functioned as a vehicle of consensual organizational reality, serving to align the acquisition of an ERP system with the organizational values, thereby garnering widespread support for a complex, expensive and relatively unknown technology.

Selecting and Implementing an ERP System at Alimentos Peru

2011 ◽  
pp. 271-287
Author(s):  
J. Martin Santana ◽  
Jaime Serida-Nishimura ◽  
Eddie Morris-Abarca ◽  
Ricardo Diaz-Baron
Keyword(s):  
Enterprise Resource Planning ◽  
Business Processes ◽  
Implementation Process ◽  
Resource Planning ◽  
User Participation ◽  
Planning System ◽  
Accurate Information ◽  
Management Support ◽  
Erp System ◽  
Organizational Challenges

The case describes the implementation process of an ERP (enterprise resource planning) system at Alimentos Peru, one of the largest foods manufacturing companies in Peru. It discusses the organization’s major concerns during the mid-1990s, including increasing competition, inefficiency of business processes, and lack of timely and accurate information. To address these concerns Alimentos Peru launched several projects, one of which involved the implementation of an ERP system. The case explains the criteria used to evaluate and select the system, as well as the main issues and problems that arose during the implementation process. More specifically, the case focuses upon a set of implementation factors, such as top management support, user participation, and project management. Finally, the case concludes with a discussion of the benefits obtained from the introduction of the system as well as the new organizational challenges.

scholarly journals Breaking through unravel problems in ERP implementation using agile

2019 ◽  
Vol 8 (2) ◽  
pp. 16
Author(s):  
Santo Fernandi Wijaya ◽  
Angelina Ervina Jeanette Egeten
Keyword(s):  
Organizational Performance ◽  
Structural Equation ◽  
Equation Modeling ◽  
Organization Performance ◽  
Erp Implementation ◽  
Erp System ◽  
Industrial Companies ◽  
New Methodologies ◽  
Agile Model

Demand for the industry to enhance competitive advantage. For that, the industry is required to make a breaking through in order to enhance the organizational performance. This is a reason for addressing the inefficiencies in managing people, processes, organizations, and technology. One of the efforts in improving organization performance is the development in the field of Information Systems as an effort to improve the agility of the organization. ERP system is one solution that can be employed in order to improve organization performance. However, in reality, industrial companies face problems in ERP implementation. This is a challenge to solve the problems of implementing an ERP system for industry. In this opportunity, researchers intend to conduct a re-search to identify the problems of factors in the ERP implementation, namely by proposing agile methods as one of the new methodologies in the effort to solve the problems in the ERP implementation for an industry. The results of this study will result in an agile model of implementing ERP for improving the capacity of ERP systems. This study idea is to analyze the agile method as a solution alternative to make changes for the ERP implementation success. This study is using Structural Equation Modeling as a quantitative data analysis approach of an industry as a case study.   

A Study of User Participation in Information Systems Development

1994 ◽  
Vol 9 (1) ◽  
pp. 51-60 ◽  
Author(s):  
Eva Y.W. Wong ◽  
Graham Tate
Keyword(s):  
System Development ◽  
User Involvement ◽  
User Participation ◽  
Successful Implementation ◽  
Implementation Success ◽  
Future Developments ◽  
Computer Based ◽  
Participation Process ◽  
Insight Into

User participation in information system development is considered to be an important factor influencing implementation success or failure. The ETHICS (Effective Technical and Human Implementation of Computer-based Systems) method was developed as a guide to user involvement in system design. A case study of successful implementation which did not use the ETHICS method explicitly is described. The case study and the ETHICS methodology are then compared and contrasted in an attempt to gain greater insight into user participation and to understand why the implementation was successful. Furthermore, techniques of software process modelling are applied to both ETHICS and the case study with the intention of more closely defining the user participation process and potentially also guiding it in future developments. The case study is used as a vehicle both to examine user participation and also to investigate the modelling of user participation.

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