Abstract
This article aims to discuss the importance of the focus on quality attributes in an ERP system implementation project in a Brazilian brewing industry. The quality, as part of the "iron triangle" for conducting projects, can be monitored and associated with the project performance from the indicators associated to the quality attributes. The case study covered an Enterprise Resources Planning (ERP) system implementation on 6 business units of a brewing manufacturer distributed in different regions of Brazil, followed for eighteen months and it involved interviews with stakeholders, analysis of routines and documents, and people observation. The success of the project could be attributed to the performance indicators by meeting the design assumptions and the perception of the teams and project managers.
Highlights
Identify critical factors for the implementation of ERP (Enterprise Resources Planning) systems has been the subject of most of the studies on ERP (RAM et al, 2014)
From the Go-live of the ERP project, a team dedicated to the improvement management of the initial project, called integration team and project management in the following waves involving the new industry BUs and distribution, ensured the maintenance of the knowledge generated in the project and its multiplication
In the course of the project, factors that received special attention from the team have emerged, generating additional costs of development, they have not compromised the time limits and without giving up the quality of the premises. It is worth highlighting the E-Social project of the Brazilian Government that generated interaction of all areas and organization systems; according to the opinion of the human resources manager of the company who was responsible for the E-Social costs and the duration of the implementation, it would be larger if the new ERP system was not in use
Summary
Identify critical factors for the implementation of ERP (Enterprise Resources Planning) systems has been the subject of most of the studies on ERP (RAM et al, 2014). According to the Project Management Institute – PMI (2013), project management is related to the application of knowledge, skills, tools and techniques to obtain benefits in projects; these, in turn, are temporary initiatives with defined start and end, with the goal of creating a product, service or result. In this sense, according to Ahmadi et al (2015), the successful implementation of an ERP system project is a result on how the organization manages the relevant preparation activities, and is critical in terms of the role of project management practices in ERP implementation projects (Badewi, 2016). The conclusion presents the contributions of the study, its limitations, and suggestions for future studies
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