Auditor’s skill requirements for software implementation audits

From disruptions to struggles: Theorizing power in ERP implementation projects

Extant literature suggests people-centred factors as one of the major areas influencing enterprise resource planning (ERP) implementation project success. Yet, to date, few empirical studies attempted to validate the link between people-centred factors and ERP implementation project success. The purpose of this study is to empirically identify people-centred factors that are critical to ERP implementation projects in Sri Lanka. The study develops and empirically validates a framework for people-centred factors that influence the success of ERP implementation projects. Survey research methodology was used and collected data from 74 ERP implementation projects in Sri Lanka. The people-centred factors of ‘project team competence’, ‘rewards’ and ‘communication and change’ were found to predict significantly the ERP implementation project success.

Enterprise resource planning (ERP) implementation projects involve complex processes which influence operations and performance of companies. It is essential to identify critical success factors (CSFs) of ERP implementation projects out of several contributing factors. In most large original equipment manufacturer (OEM) organisations, ERP systems have replaced legacy information systems with integrated and maintainable software. In an attempt to understand what the CSFs are, why they are critical, and to what extent they are relevant to such OEM organisations this paper explores the existing literature empirically to research the CSFs that lead to the success of ERP, which is our basic objective. We conducted exploratory factor analysis (EFA) in the context of ERP implementation in large manufacturing organisation. The findings of the results provide valuable insights for the researchers, practitioners and managers interested in adopting ERP systems in similar environments, which is also an objective of our research.

Enterprise resource planning (ERP) implementation projects are unique to each institution and yet are expensive, time consuming, and result in change across the institution. Five Midwest public and private 4-year higher education institutions were studied to determine the impact of five specific key factors on the overall success of the ERP implementation project. These factors were, (1) the definition and communication of goals, reasons, and expectations, (2) stakeholders perceptions of values and benefits, (3) investment of the financial and human resources, (4) steps taken to prepare and protect against potential drawbacks, pitfalls, and shortcomings, and (5) measures taken to prepare stakeholders for changes in work functionality. The data indicated each of the ERP implementation projects were highly successful. The definition and communication of goals, visions, and expectations to the campus community was important, even at the level to ensure the success of the project. Value and benefits were achieved with conducting and implementing the outcomes of the business process analysis/reengineering activities, but did not ensure the success of the projects. The investment in financial and human resources was important to the success of the ERP implementation project. Preparing the campus for the potential drawbacks, pitfalls, and shortcomings was also important, and at a level that ensured the success of an ERP implementation project. Preparing for the many changes associated with an ERP implementation project is important and is a key factor to the success of the project.

We live in the Information Age, where traditional industry is rapidly shifting to an economy based on Information Technology, known also as Digital Revolution. Said that, ERP (Enterprise Resource Planning) systems are the best example of a technology which has become a necessity and a must for every organization which aims growth, be that a small, medium or large enterprise. Both, the theory and practice, intensively promote that implementing an ERP system will bring the organization to the skies, which indeed is true, but only if the ERP implementation is successful. A partially implemented or failed ERP implementation can only bring debts and headaches. For more, this technology is not cheap, so before spending thousands and millions it is very important to clarify few concepts. Especially because, nonetheless high diffusion, the successful implementation rate of ERP systems is low and many firms do not achieve intended goals [1].The main objective of this paper is to assess and evaluate successfulness concept of ERP implementations aiming to identify a specific and concrete definition on ERP Success. Case Study Methodology was distinguished as most appropriate for complex and real-life projects investigation, and Mixed methods approach was selected in order to enrich the research from both perspectives, quantitative and qualitative. To ensure the triangulation data was retrieved from different evidence sources like interviews, author’s audit trail as the direct observer and action/intervention activities, and different documents and archival records. To construct credibility of the analysis in this research, the Author had a prolonged engagement with participants since the very first project initiation activities, and even after the Go-live phase when the project was accomplished and the Final Acceptance was issued by the client. To give it a final touch for the Analysis Credibility, we study the negative case. Furthermore, the Reliability and Conformability were constructed by careful examination of the detailed audit trail constructed by the author as active observer in this research.The results from the secondary research, the systematic literature review, show that none of the carefully examined researches on key success factors for ERP implementations has ever provided any kind of definition on what the success indeed means. Indirectly they tend to weight the ERP success in terms of time and cost, and sometimes also in terms of the goals achieved, but without explicitly explaining the measure for evaluation at any moment. On the other hand, the results from the primary research, case studies, dement the big trio: 1. Time, 2. Cost and 3. Objectives as the only or main evaluation factors of success. Successful project management doesn’t necessarily mean successful project, and the notion of success goes beyond all that when ERP implementations are in question. Projects may finish on time and within budget, but if the implemented ERP system is not used to its 100% for what it was aimed, then there is no success to celebrate. Furthermore, what a successful project is to the Project Manager is not necessarily also to the Business Manager. The secondary research results helped in developing two hypothesis, which were then tested through the primary, case study research. The results from the primary research dement the hypothesis 1, that says that If the ERP implementation project is finished on time, within budget and fulfils all its objectives, the project can be considered as successfully completed. An ERP implementation project success goes far beyond this definition. On the other hand the hypothesis 2 reveals to be true, what a successful project is to a project manager, is not to the business manager. The project success needs to be defined while considering all the involved parties or stakeholders.

Although organizations can gain many benefits from successful implementation of an enterprise resource planning (ERP) system, there are high failure rates in ERP implementation projects. Therefore, a better understanding of ERP implementation success is a critical. One of the best known approaches used to define and measure ERP implementation success has been the critical success factors (CSF) approach. In this study, the authors investigate the current literature of critical success factors (CSFs) of ERP systems implementation and propose a new classification framework, categorized according to six proposed fundamental stakeholders. The authors then map those critical success factors to three different stages of an ERP project lifecycle. In addition, they identify several roles that each stakeholder may play during the ERP systems project lifecycle. The proposed classification framework provides organizations with a classification tool to help them identify the CSFs and those stakeholders who are most likely to have an impact on the implementation of the ERP system, which will help organizations to better plan for the implementation of their ERP systems.

The purpose of this paper was to examine the cultural barriers that existed at various stages of the Enterprise Resource Planning (ERP) implementation process, using the Middle-Eastern oil and gas sector as a case study. Due to a variety of cultural implications, ERP implementation rates in the oil and gas sector in Middle-Eastern developing countries are extremely low. Although the literature highlighted numerous ERP implementation theories that attempted to overcome the cultural complexities of ERP systems, there are few studies that have framed these complexities using action research theory in order to provide potential solutions to these challenges, particularly in Middle-Eastern developing countries where cultural settings are distinct from those in Western developed countries. Action research AR, in conjunction with documentation, observations, and interviews, aided in the exploration of the culturally complex barriers encountered during the pre-implementation (plan and propose), implementation (do), and post-implementation (assess and improve) stages of ERP projects conducted within a Middle-Eastern oil and gas organisation. This article confirms numerous cultural implications at each stage of the ERP implementation process, including team conflict, managerial authority, and a lack of an IT culture, all of which contributed to the project's delay. Other impediments, such as a lack of commitment to training and technophobia, persisted throughout the post-implementation phase and the subsequent follow-up experience under the recent COVID-19 pandemic. This article contributes to theory and practise by highlighting the culturally complex barriers that underpin many ERP implementations in the Middle Eastern oil and gas sector. This information can assist practitioners and researchers in developing future research and ideas to mitigate future ERP implementation challenges in this region.

Purpose – The purpose of this paper is to consolidate the critical success factors (CSFs) as published in enterprise resource planning (ERP) implementation case studies. The authors perform the analysis and propose the final CSFs based on the reported ERP implementation process stages. Design/methodology/approach – The paper follows the eight category coding steps proposed by Carley (1993) and utilizes only ERP implementation case studies to identify a distinct set of critical success factors. The 37 case studies used in this paper provide a reasonable sample from different countries and contexts. Two methodologies were followed, one for the literature review process and the other for the analysis and synthesis. Findings – Out of 64 reported CSFs that were extracted from the literature and subsequent detailed analysis and synthesis the authors found a total of 22 factors that are distinct. These factors which encompass change management, are proposed with five ERP implementation stages. Research limitations/implications – The final set of success factors proposed in this study gives a consolidated and unified view of the significant variables to be considered during all the stages of ERP implementation. The research is limited to case study literature and does not account for ERP implementation models and frameworks. Another limitation would be the scope of the literature searched which is that of the Management Information Community. Practical implications – The proposed CSFs can be used by practitioners in five ways: assess implementation of an ERP; ex-ante assessment; comparative analysis with other implementation experiences; utilize CSFs from model as part of key performance indicators; and utilize the model to establish a concise strategy to project management process for the ERP implementation. Social implications – ERP implementation is complex. The promise has not yet been fully realized. An ERP-enabled organization entails primarily strategy and change management. To that effect, all stakeholders are impacted by ERP implementation. This paper, identified CSFs extracted from cases of ERP implementation and proposes a model to support its project management, user satisfaction and sustainability. The results aim at reducing costs, maintaining timeline, reducing employee anxieties and with a successful implementation, better service to customer base. Originality/value – This paper is the first attempt to present a consolidated list of CSFs and mapping them to the stages of an ERP implementation as reported from the industry. It originality is its focus on utilizing rigorous published case studies with the hope that future case studies would utilize the work to report on the same factors. The value is that as the case studies are increased, comparison and differentiation between is enhanced.

Purpose – The purpose of this paper is to propose an implementation model for enterprise resource planning (ERP) based on resource-based view, and using the dynamic capability theory as its theoretical foundation. This model includes: the establishment of the objectives of the implementation, an assessment of the available resources and the scope of the implementation, the redesign/integration and organizational learning during the process, the implementation of the system, and the measurement and evaluation of its performance. Design/methodology/approach – An integrated circuits design company in Taiwan was used in a case study to examine the validity of the proposed model. Findings – When the proposed ERP implementation model was applied in this study, the results show that organizational coordination, system-process redesign and integration, and organizational learning are the critical strategies for enterprises, in order to reduce the risks during the implementation of ERP projects. Practical implications – This model can help enterprises recognize the resources needed when implementing an ERP. In addition, they need to consider the reliability of these resources, as this will increase the efficiency of the implementation, and thus the probability of success. Originality/value – Studies of past models in the implementation of ERP have been conducted in various industries. There is a need for further studies that evaluate the different concepts in terms of the effectiveness of specific methods, in order to enhance the probability of successfully implementing a dynamic system. This paper is one of the first to explain how an enterprise can implement an ERP that is based on the theory of dynamic capabilities. The case study illustrates the important, critical success factors.

ABSTRACTThe concept of super-users as a means to facilitate Enterprise resource planning (ERP) implementation projects has recently taken a foothold in practice but remains largely unexplored from an academic perspective. In particular, little is known about the selection and training processes required to successfully develop skilled super-users in practice. To address this research gap, we analyze the case of an ERP implementation program at Vestas, the world’s largest manufacturer of wind turbines. We combine Katz’s widely accepted skill measurement model with the process observed in practice to describe and validate a model of super-user selection and training. The resulting model contains a systematic process of super-user development and highlights the specific skills required in different phases of the selection and training process. Our results from a comparative assessment of management expectations and super-user skills show that the model can be successfully applied and thus serve as a template for practitioners confronted with similar challenges.

PurposeThe importance of alignment of enterprise resource planning (ERP) implementation for organizational strategies has been widely recognized. However, ERP implementation in the context of new ventures has not yet been convincingly demonstrated. Furthermore, how to align ERP implementation with organizational development in new ventures deserves further examination as new ventures are in the emergency or early growth stage and thus have distinct concerns in adopting ERP. Against this background, the main purpose of this paper is to explore how ERP implementation can facilitate the organization development of new ventures.Design/methodology/approachThis study adopts an in‐depth case study method for gathering and analyzing data. The case research strategy allows the exploration of unforeseen phenomena and offers insights into the inter‐dependencies among the factors captured in the study. It is believed that case study research will be most appropriate in gaining in‐depth knowledge of the practices of ERP implementation in new venture development.FindingsDrawing on an in‐depth case study from a Taiwanese IC design house, this study shows that, to leverage the value of ERP system, the implementation should consider the firm's growth stages, the unique industrial characteristics, the influences from the business group, and the alignment of the internal control and audit function, corporate governance, and information technology governance.Practical implicationsThe findings of this study contribute to the literature on ERP implementation and organization development in new ventures. The implications and future research directions are also discussed.Originality/valueThis single case study has provided valuable insights into the practice of ERP implementation. Furthermore, data analysis of this study provides a set of vocabularies that researchers and practitioners could employ in similar organizational processes as in new ventures. Accordingly, future ERP implementation processes can be compared and benchmarked.

ERP (Enterprise Resource Planning) is a foremost improvement in the arena of organizational management and information system. ERP has the ability to integrate and assimilate the information in an efficient way. ERP is an utmost extensive business management system that presents real-time competences and flawless presentation of information for organizations and businesses. Nevertheless, not all the ERP implementation projects are successful. Implementation of ERP affects the overall processes of organizations. The organizations implementing ERP systems may face various challenges. The objective of this study is to identify the critical success factors of ERP implementation in Pakistani organizations using ERP systems. The study was conducted by developing a survey questionnaire. The questionnaires distributed among the ERP users of Pakistani organizations. For further analysis total 422 responded were. The study founds a significant association of technological, strategic, project management, people, top management support and communication factor with ERP implementation. The results of the study are beneficial to the ERP vendors and professionals to formulate particular strategies to overwhelm the misfit between ERP systems and organizations implementing ERP systems in developing countries like Pakistan. Additionally, the managers and organizations might increase their understanding regarding the complications essential in the ERP installation to evade hurdles and escalate the chances of ERP success.

This paper describes a case of an Enterprise Resource Planning (ERP) implementation in a Portuguese SME. We focused on the identification of organizational factors that affected the ERP implementation project. We also analyze the ERP implementation project from a national cultural perspective using Geert Hofstede's dimensions. These dimensions are used to explain some of the attitudes and behaviours during the ERP implementation project. Our findings enforce that some of the problems in ERP implementation projects are not of technological nature but may be attributed to organizational factors while some issues are related to national culture.

Although organizations can gain many benefits from successful implementation of an enterprise resource planning (ERP) system, there are high failure rates in ERP implementation projects. Therefore, a better understanding of ERP implementation success is a critical. One of the best known approaches used to define and measure ERP implementation success has been the critical success factors (CSF) approach. In this study, the authors investigate the current literature of critical success factors (CSFs) of ERP systems implementation and propose a new classification framework, categorized according to six proposed fundamental stakeholders. The authors then map those critical success factors to three different stages of an ERP project lifecycle. In addition, they identify several roles that each stakeholder may play during the ERP systems project lifecycle. The proposed classification framework provides organizations with a classification tool to help them identify the CSFs and those stakeholders who are most likely to have an impact on the implementation of the ERP system, which will help organizations to better plan for the implementation of their ERP systems.

This chapter addresses the problem of enterprise resource planning (ERP) implementation in Higher Education Institutions (HEI). It attempts to contribute to the understanding of ERP implementations in this kind of organizations by identifying and analyzing the major factors that affect this type of projects. Special attention has been paid to contextual influence and to organizational factors. The conclusions of this work suggest that most problems in ERP implementation projects are not technological but may be attributed to organizational factors. The chapter describes an in-depth case study carried out at a HEI that implemented an ERP system in 2001. The case was studied as part of a grounded theory based research project whose aim was to develop a model for the implementation of ERP systems.