ERP Project Success Perception by the Adopters

2013 ◽  
Vol 4 (1) ◽  
pp. 13-26 ◽  
Author(s):  
Przemyslaw Lech
Keyword(s):  
Project Management ◽  
Project Success ◽  
Time Budget ◽  
Top Management ◽  
Enterprise System ◽  
System Implementation ◽  
Project Failure ◽  
Business Outcome ◽  
Failure Factors

The purpose of this paper is to determine how the context of the deviations from the planned budget and/or schedule affect the success perception of the project in the eyes of the project management and top management of an adopting organization on a basis of three Enterprise System implementation projects, none of which has met the time-budget criterion. The projects are evaluated against the lists of project failure factors commonly cited in the literature. The results of the study show that deviation from the initially planned schedule and/or budget does not affect the success perception, providing that the project was properly managed and its business outcome is achieved.

scholarly journals The changing landscape of IS project failure: an examination of the key factors

2017 ◽  
Vol 30 (1) ◽  
pp. 142-165 ◽  
Author(s):  
D. Laurie Hughes ◽  
Nripendra P. Rana ◽  
Antonis C. Simintiras
Keyword(s):  
Project Management ◽  
Future Research ◽  
Causal Relationships ◽  
Key Factors ◽  
Interpretive Structural Modeling ◽  
Project Failure ◽  
Content Type ◽  
Is Failure ◽  
Key Questions ◽  
Failure Factors

Purpose Information systems (IS) project failure has been a recurring problem for decades. The purpose of this paper is twofold: first, to examine the key factors that influence project failure and an analysis of the major areas that can have a significant impact on success; and second, to explore some of the key aspects that have an impact on project management performance from the practitioner perspective and discusses the problems faced by organizations in the closer integration of change and project management. Design/methodology/approach This study critically reviews the IS failure literature developing a synthesized view of the key issues and common reasons for projects to fail. The approach taken in this study is one that focuses on a number of key questions that pull together the relevant themes in this genre of research whilst highlighting many of the implications for practitioners and organizations alike. Findings Key questions remain on the underlying causes of instances of poor project management as an IS failure factor. The literature has omitted to develop a deeper analysis of the associations between failure factors and the potential causal relationships between these factors. The realization of project benefits relies on the success of both change and project management yet the formal integration of these two disciplines is constrained by separate standards bodies and an immature body of research. Research limitations/implications This study is limited by its theoretical nature lacking an empirical element to provide a deeper analysis of IS failure factors and their interrelationships. This specific area is a recommendation for future research, where causal relationships between failure factors could be developed via a mathematic-based method such as interpretive structural modeling. Practical implications With failure rates of IS projects still unacceptably high after decades of attempts to significantly change outcomes, a deeper analysis of this topic is required. The research gaps and recommendations for practitioners highlighted in this study have the potential to provide valuable contributions to this topic of research. Originality/value The intent of this study is to present a new perspective of this genre of IS research that develops the main arguments and gaps in the literature from the practitioner viewpoint.

On managing business, organization climate and enterprise system implementation

2016 ◽  
Vol 28 (8) ◽  
pp. 472-483 ◽  
Author(s):  
Parijat Upadhyay ◽  
Amit Kundu ◽  
Sreethi Nair
Keyword(s):  
Organizational Climate ◽  
Significant Role ◽  
Implementation Process ◽  
Primary Data ◽  
Top Management ◽  
Successful Implementation ◽  
Enterprise System ◽  
System Implementation ◽  
Content Type ◽  
Management Competency

Purpose This study aims to explore the linkage between organization climate, politics and enterprise system implementation in context to micro, small and medium enterprises (MSMEs). Organizational climate and politics play a significant role in determining the outcome of enterprise implementations. Adequate focus on such factors can help resource-starved MSMEs to ensure a positive outcome of their enterprise system implementation exercise. Design/methodology/approach Primary data used in this study were collected from the users in 62 MSMEs who have been part of the implementation process in their organization. Responses were collected by means of validated questionnaires and personal interviews given by end-users. The study presents the reduced factors after analyzing the responses through exploratory study followed by a confirmatory study. Findings The results highlight that in addition to factors like project execution and management competency, package and vendor competency, top management support and leadership factors, organizational politics and organizational climate factors play a significant role in ensuring success of an implementation process. Organization climate in the form of organization politics emerges as a major inhibitor in context to MSMEs. The analysis also showed a statistically significant relationship between the identified factors like technical, project management competency and vendor- and package-specific competency. Practical implications MSMEs are resource-constrained and hence cannot afford any failure in the implementation of processes running within the system. For enterprise system implementation, not only financial commitments are required but a successful execution of processes is also required, otherwise there are chances of failures, which can adversely affect the business continuity of many MSMEs. Thus, the finding of this study can provide an insight into the management of such organizations, so that they can plan properly to ensure a successful implementation. Originality/value Some published studies have reported the role of top management in the enterprise implementation process but have not been able to provide specific evidence of the factor “organization climate” in the implementation process. Also in context to a developing economy, few published studies are available exploring this linkage in context to MSMEs, as attempted by this study.

scholarly journals Critical Strategies to Influence Project Success in Construction Industry

2020 ◽  
Vol 9 (3) ◽  
pp. 1170-1178
Author(s):  
Muhammad Hafizi Danial ◽  
◽  
Mohd Saidin Misnan ◽  
Keyword(s):  
Project Management ◽  
Organizational Performance ◽  
Construction Industry ◽  
Online Survey ◽  
Project Success ◽  
Management Practice ◽  
Top Management ◽  
Project Implementation ◽  
Management Support ◽  
Top Management Support

: This research paper explored the critical strategies to be adopted by organizations that are mainly operating based on project based or project oriented organizational structure. The identified strategies are necessary to compensate the prolong issues embedded in project management practice particularly on misalignment issues between organization and its operational objectives and strategies. Generally, the issues are contributed from several factors such as unclear roles and responsibilities, limited autonomy and accountability, lack of a commercial and customer orientation, and weak of professional capacity. All these factors are extending the gap between the organization strategies and project implementation, and consequently put project success at stake. This study was conducted as an attempt to provide solutions to overcome these long rooted problems found in project implementation. The objectives of this study are to identify the importance factors of top management support to influence on project success, to investigate the relationship between top management support and project success, and to determine the critical top management support that influencing project success. This study was conducted by going through five main steps starting with understanding the nature of the research problems, followed with reviewing and compiling relevant literatures, journals and other sources of secondary data, preparing survey questionnaire form, collecting the data by gathering responses from the targeted samples, analysing the data to generalize the samples’ results, before closing with discussion and conclusion. The population of this study are constituted of professional serving in Construction Industry within Johor Bahru area, Malaysia. This study had gathered 100 responses from the targeted respondents through online survey form developed in “Google Form” system. The forms were distributed by forwarding the “link address” to the respondents. The data were analyzed using three different methods which are descriptive mean analysis, correlation analysis and regression analysis for respective research’s objectives. The results of this study discovered that organization should prioritize their strategies on three main areas namely financial system, stakeholder management and macro-economic factor. This study also found that organization should adopt all quality of top management supportive behaviours proportionally to ensure the effect of their actions are impactful to influence on project success at three different areas namely future preparation, project efficiency, and business adaptability and success. Organization should adopt different strategies when attempting to achieve different criteria of project success. This study’s outcomes could provide a useful source of information that may benefit other scholars or companies that are applying project management practice to formulate plan and prioritize line of actions in attempt to improve their organizational performance. This study implies ideas by focusing on optimum numbers of strategies and specific set of actions that are critical to achieve on different kind of project success.

scholarly journals Critical Factors Affect to Project Management

2020 ◽  
Vol 1 (1) ◽  
pp. 52
Author(s):  
Rachmad Hidayat ◽  
H Zusi
Keyword(s):  
Project Management ◽  
Linear Regression Analysis ◽  
User Involvement ◽  
Education And Training ◽  
Test Reliability ◽  
Top Management ◽  
System Implementation ◽  
Critical Factors ◽  
Erp System ◽  
And Training

This research is designed to analyze critical success factors which consisted of support of top management, the contribution of project management, implementation of education and training, user involvement in the success of ERP system implementation at PT. EDS Manufacturing Indonesia. The research method used is multiple linear regression analysis using questionnaire distribution. The population was the company employees, with 59 respondents being used as samples. The sampling method is purposive sampling, which was taken from various strata in the company that is actively involved in the implementation and use of the ERP system. The hypothesis testing was carried out using a validity test, reliability test, t-test, and F-test as well as quantitative descriptive analysis. Data was obtained by using a questionnaire instrument containing a list of statements to measure respondents according to research variables. The results indicate that partially, the contribution of project management has a significant effect on the success of ERP systems implementation. While the support of top management, implementation of education and training and user involvement does not have a significant effect on the success of ERP system implementation. All critical factors success can explain their relationship to the success of ERP system implementation by 31.0%.

scholarly journals Critical Strategies to Influence Project Success in Construction Industry

2020 ◽  
Vol 9 (3) ◽  
pp. 1170-1178
Keyword(s):  
Project Management ◽  
Organizational Performance ◽  
Construction Industry ◽  
Online Survey ◽  
Project Success ◽  
Management Practice ◽  
Top Management ◽  
Project Implementation ◽  
Management Support ◽  
Top Management Support

This research paper explored the critical strategies to be adopted by organizations that are mainly operating based on project based or project oriented organizational structure. The identified strategies are necessary to compensate the prolong issues embedded in project management practice particularly on misalignment issues between organization and its operational objectives and strategies. Generally, the issues are contributed from several factors such as unclear roles and responsibilities, limited autonomy and accountability, lack of a commercial and customer orientation, and weak of professional capacity. All these factors are extending the gap between the organization strategies and project implementation, and consequently put project success at stake. This study was conducted as an attempt to provide solutions to overcome these long rooted problems found in project implementation. The objectives of this study are to identify the importance factors of top management support to influence on project success, to investigate the relationship between top management support and project success, and to determine the critical top management support that influencing project success. This study was conducted by going through five main steps starting with understanding the nature of the research problems, followed with reviewing and compiling relevant literatures, journals and other sources of secondary data, preparing survey questionnaire form, collecting the data by gathering responses from the targeted samples, analysing the data to generalize the samples’ results, before closing with discussion and conclusion. The population of this study are constituted of professional serving in Construction Industry within Johor Bahru area, Malaysia. This study had gathered 100 responses from the targeted respondents through online survey form developed in “Google Form” system. The forms were distributed by forwarding the “link address” to the respondents. The data were analyzed using three different methods which are descriptive mean analysis, correlation analysis and regression analysis for respective research’s objectives. The results of this study discovered that organization should prioritize their strategies on three main areas namely financial system, stakeholder management and macro-economic factor. This study also found that organization should adopt all quality of top management supportive behaviours proportionally to ensure the effect of their actions are impactful to influence on project success at three different areas namely future preparation, project efficiency, and business adaptability and success. Organization should adopt different strategies when attempting to achieve different criteria of project success. This study’s outcomes could provide a useful source of information that may benefit other scholars or companies that are applying project management practice to formulate plan and prioritize line of actions in attempt to improve their organizational performance. This study implies ideas by focusing on optimum numbers of strategies and specific set of actions that are critical to achieve on different kind of project success.

scholarly journals The Role of Top Management as a Moderator on Project Success during Project Life Cycle

2021 ◽  
Vol 5 (1) ◽  
pp. 111-135
Author(s):  
Maqsood Ahmad ◽  
Raheela Habib
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Project Success ◽  
Project Performance ◽  
Project Manager ◽  
Top Management ◽  
Project Life Cycle ◽  
Performance Project ◽  
Project Life

The paper identifies the role of top management as a moderator during planning, monitoring, controlling, and evaluation phases for the success of a project. This study also discusses the novelties of the coordination between role of top management and legitimate power of project manager as significant impact on project performance and success during project life cycle phases. The instrument is adapted to measure planning, monitoring, controlling, evaluation, the role of project manager, project performance, project success, and the role of top management. Managers are targeted for data collection from the construction sector, education sector, and IT sector for the analysis. The findings show that coordination between variables as well as the role of a project manager is like a bridge between top management and other team members in four phases of project life cycle (planning, monitoring, controlling, and evaluation) for ultimate success. This study has a significant advantage for the organization and industries before implementing any project as it will be helpful for the top management to give authority and responsibility to the project managers while considering the scope of the project. For academia, this study helps to enhance the knowledge area of project management by introducing coordination management while discussing the other knowledge areas of project management. Keywords: project planning, project monitoring, project controlling, project evaluation, role of project manager, project performance, project success. Jell Classification: H43; O22

scholarly journals Management Principles Associated With IT Project Success

2010 ◽  
Vol 14 (5) ◽  
Author(s):  
John Nicholas ◽  
Gezinus Hidding
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Project Success ◽  
Project Managers ◽  
Change Leadership ◽  
New Paradigm ◽  
It Projects ◽  
Project Failure ◽  
It Project ◽  
It Project Failure

Success in information technology (IT) projects remains elusive, even after decades of efforts to improve it.   Most of these efforts have focused on variations of the traditional project management paradigm as promulgated by PMBOK.  We suspected that a potential cause of high IT project failure is with the paradigm, which focuses on the project itself and on meeting time and cost targets.  A new paradigm called Value-Driven Change Leadership (VDCL) originated from discussions of a panel of project management experts.  This paper describes the principles of that paradigm.  It also reports the results from a survey of four project managers on the association between project success and management principles from VDCL and PMBOK.

scholarly journals Core Factors for Software Projects Success

2019 ◽  
Vol 3 (1) ◽  
Author(s):  
Mohammad Ibraigheeth ◽  
Syed Abdullah Fadzli
Keyword(s):  
Success Rate ◽  
Case Studies ◽  
Success Factors ◽  
Project Success ◽  
Software Project ◽  
Software Projects ◽  
Quality Cost ◽  
Project Failure ◽  
Definition Of ◽  
Failure Factors

The successful software project can be defined as the project that meets the planned quality, cost, schedule, and effort. It has been suggested that there are many reasons which might lead to software project success.  Several success and failure factors for particular projects were discussed in the literature. This paper aims to identify the most common success factors through reviewing a set of software project reports and case studies. In order to fully understand reasons behind the project success, the reasons behind project failure and the definition of failure itself are discussed. Furthermore, case studies of successful and failed software projects are described. This paper also investigates techniques that have been developed to increase software project success rate and decrease probable failures.

Critical Success Factors for Enterprise Resource Planning System Implementation in Qatar

2019 ◽  
Vol 10 (4) ◽  
pp. 25-42
Author(s):  
Abdulla Ali Al Rabeay ◽  
Karma Sherif
Keyword(s):  
Project Management ◽  
Business Process ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Top Management ◽  
Management Support ◽  
System Implementation ◽  
Erp Implementation ◽  
Erp System ◽  
Top Management Support

The purpose of this study is to examine the impact of project management planning processes (including team competency and business process re-engineering) and top management support on the success of enterprise resource planning (ERP) system implementation in Qatar. This study adopted a quantitative method to collect data through a survey from employees working in Qatari government ministries that implemented an ERP system in the last 10 years. Partial least square structural equation modeling analysis was used to test the relationship among variables. The findings revealed that project management, top management support and business process re-engineering make a significant contribution to the success of ERP implementation. However, team competency and composition had no significant effect on ERP implementation success. The study recommends that governmental agencies who are planning to implement a new ERP system should consider these factors during the early planning stages in order to successfully implement the system and avoid any delays or overspending in project delivery.

An investigation into the factors causing international development project failure in developing countries: Focus on Afghanistan

2021 ◽  
Vol 6 (3) ◽  
pp. 157-170
Author(s):  
Nasir Ahmad Shafiei ◽  
K. Puttanna
Keyword(s):  
Project Management ◽  
International Development ◽  
Management Practices ◽  
Development Project ◽  
Cross Sectional Survey ◽  
Project Leadership ◽  
Cross Sectional ◽  
Project Failure ◽  
External Forces ◽  
Failure Factors

This study aims to identify and evaluate the perception of major stakeholders on factors causing International Development Project (IDP) failure in the context of Afghanistan. The study adopts a quantitative cross-sectional survey research design. Thirty significant IDP failure factors included in the questionnaire were identified and shortlisted through literature reviews and validated by experts and IDP management practitioners. The survey was conducted using a structured questionnaire to investigate the most significant IDP failure factors, and various statistical tools were employed to evaluate the perception of the survey respondents. RII was used to examine the relative importance index of each failure factor. The failure factors were then grouped into five categories: Financial constraints, Ineffective recruitment, External forces, Project leadership, and Project management practices using EFA. The findings of the study will help the international development community and their IDP implementing partners, INGs and project management practitioners manage IDPs proactively and mitigate the risks of project failure. It will also contribute to the IDP management body of knowledge. The research is the first of its kind to examine the possible factors causing IDP failure in Afghanistan.

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