Abstract
AbstractState transportation agencies have implemented enterprise resource planning (ERP) for real-time access to financial and human resource information across divisions and districts. In 2013, the Texas Department of Transportation (TxDOT) started the transition of 22 mainframe and legacy applications to an enterprise-wide computing environment, comprised of four areas of business: payroll, human resources, supply chain, and finance. The fragmented nature of the organization, limited budget, and short time frame created various challenges. Using data collected though an organization-wide survey of employees and targeted follow-up interviews, this study identifies key change management and communication strategies adopted by TxDOT and lessons learned from the ERP implementation. Successful drivers include the unique makeup of the implementation team, top-management support, change management activities that promoted awareness, use of ambassadors to further break down the communication barrier, and measu...
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