Abstract
The complex and integrated nature of Enterprise Resourse Planning (ERP) system is often coupled with time constraints and substantial financial commitments that inevitably make its implementation to be a highly risky undertaking . Reviews of the existing literature on the subject suggest that Critical Success Factors (CSFs) have been studied by researchers for risk aversion in ERP implementations. The review studies have often provided different listing of CSFs as per their research settings and scope. ERP projects necessitate organization wide transformation making stakeholders involvement and participation crucial for the success guarantee of the ERP project. Critical Success Factors related to stakeholders are often found in the understated position in spite of the prime contribution and difference they make to ERP implementation success story. The paper focusses on importance of identifying stakeholders CSFs for studying, monitoring and controlling purposes. It further attempts to provide a consolidated list of stakeholders CSFs along with proper categorization.
Highlights
The development of the questionnaire had the objective of gathering information directly from people involved in Enterprise Resourse Planning (ERP) implementation process and to have a complete listing of Critical Success Factors (CSFs) as relevant, appropriate and apt in today’s contextual environment
The comprehensive categorization would eventually be beneficial to implementers to serve as a basic guideline to focus on stakeholders’ CSFs while massive investment with enterprise wide ERP implementation is done
Various ERP CSFs studies have been conducted earlier but our analysis shows that they lack completeness and the proposed CSFs remain open for subjective assessment
Summary
CSFs models have been applied to general project management problems, manufacturing system implementation, and reengineering (Holland, Light & Gibson, 1999). Rockart (1979) developed the Critical Success Factors concept as a way of identifying general managers’ information needs, and defined CSFs as “those few critical areas where things must go right for the business to flourish”. The CSFs based frameworks are expected to guide managers in the development of an implementation strategy and help them make decisions by identifying the role and influence of individual factors on each other and on the project outcome (Holland and Light 1999; Ngai, Law & Wat, 2007). The CSFs for ERP implementation bring a concept that helps an organization identify the critical issues that affect the process of implementation. These factors are believed to have a critical impact over the ERP implementation as they will ensure a successful ERP implementation (Fok et al, 2009; Ngai et al, 2007) if carried out effectively
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