Concepts Underlying an Academic ERP Curriculum

2010 ◽  
Vol 1 (3) ◽  
pp. 1-9
Author(s):  
Ben Martz ◽  
Vijay Raghavan ◽  
Xiaoni Zhang ◽  
Gail Corbitt
Keyword(s):  
Enterprise Resource Planning ◽  
Success Factors ◽  
Resource Planning ◽  
Process Reengineering ◽  
Success Factor ◽  
Business World ◽  
Critical Success ◽  
Starting Point ◽  
Management Commitment ◽  
Business Curricula

The introduction of Enterprise Resource Planning (ERP) systems in the “real world” has been studied in information system literature. Critical success factors like management commitment and process reengineering have been identified with the eventual success of the ERP’s implementation. As the implementation and use of ERPs has grown in the business world, so has the desire to include ERPs and the concepts surrounding them into business curricula. This paper takes a key critical success factor and decomposes it into a set of underlying concepts necessary to create a workable ERP curriculum. Ideas for including the concepts into a program are included. The factors and concepts operate as a starting point for those looking to start an ERP program.

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.

Critical Success Factors in Enterprise Resource Planning Implementation A Case-Study Approach

2010 ◽  
Vol 6 (3) ◽  
pp. 48-58 ◽  
Author(s):  
Behrouz Zarei ◽  
Mina Naeli
Keyword(s):  
Enterprise Resource Planning ◽  
Critical Success Factors ◽  
Success Factors ◽  
Resource Planning ◽  
Process Reengineering ◽  
Erp Implementation ◽  
Implementation Processes ◽  
Study Approach ◽  
Critical Success

Although introducing Enterprise Resource Planning (ERP) to an organization has enormous benefits, it may entail new hazardous challenges if it cannot be well managed. This research focuses on the critical ERP success factors from a case study involving the Esfahan Steel Company, which started ERP implementation in September 2002. An in-depth research of ERP implementation processes and the level of adhering to five chosen ERP critical success factors—project management, top management supports, business process reengineering, and change management and Training—are conducted. Research results revealed that the five critical success factors (CSFs) are highly interdependent and the strengths and weaknesses of each have influenced the quality of ERP implementation to a large extent.

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.

Critical Success Factors in Enterprise Resource Planning Implementation

2012 ◽  
pp. 74-85
Author(s):  
Behrouz Zarei ◽  
Mina Naeli
Keyword(s):  
Enterprise Resource Planning ◽  
Critical Success Factors ◽  
Success Factors ◽  
Resource Planning ◽  
Process Reengineering ◽  
Erp Implementation ◽  
Implementation Processes ◽  
Critical Success

Although introducing Enterprise Resource Planning (ERP) to an organization has enormous benefits, it may entail new hazardous challenges if it cannot be well managed. This research focuses on the critical ERP success factors from a case study involving the Esfahan Steel Company, which started ERP implementation in September 2002. An in-depth research of ERP implementation processes and the level of adhering to five chosen ERP critical success factors—project management, top management supports, business process reengineering, and change management and Training—are conducted. Research results revealed that the five critical success factors (CSFs) are highly interdependent and the strengths and weaknesses of each have influenced the quality of ERP implementation to a large extent.

Critical Success Factors in Enterprise Resource Planning Implementation

2013 ◽  
pp. 10-21 ◽  
Author(s):  
Behrouz Zarei ◽  
Mina Naeli
Keyword(s):  
Enterprise Resource Planning ◽  
Critical Success Factors ◽  
Success Factors ◽  
Resource Planning ◽  
Process Reengineering ◽  
Erp Implementation ◽  
Implementation Processes ◽  
Critical Success

Although introducing Enterprise Resource Planning (ERP) to an organization has enormous benefits, it may entail new hazardous challenges if it cannot be well managed. This research focuses on the critical ERP success factors from a case study involving the Esfahan Steel Company, which started ERP implementation in September 2002. An in-depth research of ERP implementation processes and the level of adhering to five chosen ERP critical success factors—project management, top management supports, business process reengineering, and change management and Training—are conducted. Research results revealed that the five critical success factors (CSFs) are highly interdependent and the strengths and weaknesses of each have influenced the quality of ERP implementation to a large extent.

scholarly journals TECHNOLOGICAL CRITICAL SUCCESS FACTOR IN ERP IMPLEMENTATION PROJECTS IN PUBLIC AND PRIVATE SECTOR IN SAUDI ARABIA

2018 ◽  
Vol 6 (7) ◽  
pp. 306-316
Author(s):  
Mohamed Bekhet ◽  
Saudah Sofian
Keyword(s):  
Saudi Arabia ◽  
Enterprise Resource Planning ◽  
Success Factors ◽  
Resource Planning ◽  
Success Factor ◽  
Critical Success Factor ◽  
Implementation Success ◽  
Erp Implementation ◽  
Public And Private ◽  
Critical Success

An Enterprise Resource Planning (ERP) system implementation is a complex information technology project that integrates organization-wide operations. Prior surveys have reported perceptions about factors which are critical to ERP implementation success. There are only a few prior researches that have empirically tested the ERP implementation success factors in Saudi Arabia in both public and private organizations. This paper reports the result of literature review on critical success factor (CSF) for ERP implementations. It has been found that project champions can to be added to Technological dimension of the Technological, Organizational and Environmental (TOE) theory.

scholarly journals The Impact of Managers on Successful ERP Implementation

Organizacija ◽  
2010 ◽  
Vol 43 (4) ◽  
pp. 186-196 ◽  
Author(s):  
Franc Ravnikar
Keyword(s):  
Enterprise Resource Planning ◽  
Critical Success Factors ◽  
Success Factors ◽  
Business Processes ◽  
Resource Planning ◽  
Success Factor ◽  
Management Support ◽  
Erp Implementation ◽  
Critical Success ◽  
The Impact

The Impact of Managers on Successful ERP ImplementationLately, Enterprise Resource Planning (ERP) has been implemented in public organizations and organizations without competition in the marketplace. It is the ERP system that is almost as badly needed for the competitiveness and success of those organizations in the marketplace. The main reason lies in the fact that operating costs have to be reduced and the optimization of business processes is an option which nowadays is normally implemented together with new ERP. The success rate of ERP implementation remains very low with up to a 90% failure rate, as it is quoted in a lot of researches. Critical success factors (CSF) which influence successful ERP implementation are identical in all organizations. The main goal of this research is to find out the managers' impact on the critical success factors and thus their impact on the successful ERP implementation. Top management support is the most important critical success factor for successful ERP implementation, regardless of the fact whether the organization is on the market or not.

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