Abstract
PurposeIn the last years the penetration of enterprise resource planning (ERP) systems within small, medium and large organizations increased steadily. Organizations are forced to adapt their systems and perform ERP upgrades in order to react to rapidly changing business environments, technological enhancements and rising pressure of competition. The purpose of this paper is to focus on the critical success factors for such projects.Design/methodology/approachThe paper is based on a literature review and qualitative interviews with CEOs, CIOs, ERP consultants and project managers who recently carried out ERP upgrade projects in their respective organizations.FindingsThis paper identifies 14 critical success factors for ERP upgrade projects. Amongst others, effective project management, external support, the composition of the ERP team and the usage of a multiple system landscape play a key role for the success of the ERP upgrade. Furthermore, a comparison to the critical success factors for ERP implementation projects was conducted, and even though there are many similarities between these types of projects, several differences emerged.Originality/valueERP upgrade projects have a huge impact on organizations, but their success and antecedents for it are currently under-researched.
Highlights
Many large companies have implemented enterprise information systems, termed enterprise resource planning (ERP) systems (Davenport et al, 2004), including an increasing number of SMEs (Olson and Staleya, 2012)
Emphasis in research has been on the earlier phases in the life cycle of ERP systems, the implementation, for example by Holland and Light (1999), Aloini et al (2007), and decision-making, for example by Bernroider and Koch (2001), Stefanou (2001), Hakim and Hakim (2010)
This paper focused on the identification of key success factors in ERP upgrade projects
Summary
Many large companies have implemented enterprise information systems, termed enterprise resource planning (ERP) systems (Davenport et al, 2004), including an increasing number of SMEs (Olson and Staleya, 2012). Related issues will be of increasing relevance and importance in the years for practice though (Botta-Genoulaz et al, 2005; Salmeron and Lopez, 2010; Law et al, 2010), as in times of rapidly changing business environments and newly emerging technologies, companies are forced to adapt their business models, their strategy and their organizational structures and their information systems This area is growing in publication activity, the proportion of publications in 2000 was 11 percent and has grown to already 30 percent
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