Abstract
The paper deals with problems in the post-implementation phase of management Enterprise Resource Planning (ERP) systems. Proper management of the system maintenance stage is a basis for efficient system development in terms of business needs. Based on the research and analysis of collected materials, it turns out that making a decision to upgrade the system is equally crucial. We present revealed mechanisms determining the post-implementation approach to upgrade or reimplement the ERP system. The main aim is to determine the methodology and difference understanding to achieve success in the post-implementation stage. The paper shows that the systemic approach to the maintenance stage of the ERP system affects its further decisions: upgrade or reimplement. It has a direct impact on future maintenance costs and the scope of new business demands. This research is an outcome of industry–academia collaboration and based on several developed implementation systems, achieved upgrade and reimplementation projects. Based on case study analysis, we show that reimplementation means an evolution of the current ERP processes rather than another attempt to “reimplement” an unsuccessful system implementation. On the other hand, upgrades are not only a tool or system actualization but the easiest way to bolster company sustainability and to have the information system up to date. The issues discussed in the article will be used to develop changes in the implementation methodology of ERP systems.
Highlights
Since the 1990s, implementation of Enterprise Resource Planning (ERP) systems have been a major method to improve competitiveness, optimize, and boost operational performance [1]
The article is organized as follows: in the section “Implementation and maintenance of the ERP system background” we present an overview of the literature on actual methodologies for ERP implementation projects and common types of ERP maintenance activities
Total execution time of individual work analysis related to the upgrade showed that they lasted longer than one reimplementation project
Summary
Since the 1990s, implementation of Enterprise Resource Planning (ERP) systems have been a major method to improve competitiveness, optimize, and boost operational performance [1]. The ERP penetration in small and medium-sized enterprises (SMEs) increased steadily [4]. Companies fulfil this gap with final closure and consider it as the end of activity rather than a life cycle phase [5]. In order to manage continuous benefits of an ERP implementation, several aspects of the system evolution must be taken under consideration [7]. This evolution consists of multiple iterations such as revisions, updates, upgrades [8]. Chief Information Officers(CIOs) focus on keeping the ERP system up to date and are ready for future organisation business needs
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