Enterprise Resource Planning Implementation Projects Research Articles

The Relevance of KES-Oriented Processes for the Implementation of ERP Systems: Findings From an Empirical Study in German SMEs

Past and current research has shown that Knowledge and Expertise Sharing (KES) is central to the appropriation of enterprise software such as Enterprise Resource Planning (ERP) systems. ERP implementation projects in Small and Medium-sized Enterprises (SMEs) are often driven by research and practice. However, they tend to focus on the 'go live' moment rather than on the subsequent, much longer post-implementation phase. This, we argue, results in decreased utilisation over time and an increased need for workarounds. In this paper, we draw on an empirical study within four organisations which exposes the limitations of KES in ERP implementation projects in SMEs, especially in regard to the preparation of key users. Our findings suggest that, despite key users' essential role in these projects, they are often chosen haphazardly and are ill-prepared. As a result, they cannot fulfil their role of facilitating KES with end users, who end up appropriating ERP systems mostly through 'learning by doing'. This stems directly from complex and largely unrecognised processes involving consultants, hotlines, management, key users and end users. In this paper, we introduce and discuss specific socio-technical, KES-oriented measures which can potentially lead to sustainable KES throughout the ERP life-cycle for longer-term success.

An analysis of enterprise resource planning systems and key determinants using the Delphi method and an analytic hierarchy process

<abstract> <p>Enterprise resource planning (ERP) systems are software module packages which can be customized up to a certain limit to suit the specific needs of each organization. Many ERP projects have not been effective at achieving all of the intended results due to high cost and high failure risks in ERP implementation. This study integrates the prior theories and knowledge gained from several textile industry practitioners for ERP projects. A two-stage method involving the Delphi and analytic hierarchy process decision support methodology was conducted. Based on the case of the textile industry in Taiwan, the findings illustrate the top 10 key factors: a clear project plan by defined ERP capacity requirement; a limited scope and focused flowchart; goal congruence between ERP project implementation and corporate strategy; top management support and commitment; the extent of standard operating procedures and institutional processes; a user-friendly interface; systems integrated with aggressive schedules and timelines; provision of technical assistance for rapid, effective transfer of best practice interventions; good interdepartmental communication and coordination on a focused issue solution; and enablement of business process reengineering and solid management for project team building. The findings of this research will be beneficial to those apparel companies that adopted the ERP.</p> </abstract>

ERP failure: A systematic mapping of the literature

With the development of different technologies, the use and importance of Enterprise Resource Planning (ERP) systems continue to increase daily. In parallel with this increasing use, a lot of research is being done to successfully complete ERP implementation projects. However, despite these researches, reported case studies show that the success rates of ERP projects are meager.Based on the examples of experienced failure, researchers determine very different failure factors with varying perspectives for companies in different industry sectors, cultures, and sizes. It is becoming increasingly difficult for many practitioners and researchers to understand these failure factors correctly. Our objective is to investigate the state-of-the-art ERP Failure Factors that could benefit practitioners to utilize that information potentially.We review the body of knowledge related to ERP failure factors in the form of a systematic literature mapping (SLM). We pose four sets of research questions and systematically develop and refine a classification schema. The initial pool consisted of 353 articles. Systematic voting was conducted among the authors regarding the inclusion/exclusion criteria. As a result, there were 72 technical articles in our final pool.This SLM provides an overview of ERP critical failure factors (CFF) with different focused headings. These headings cover qualitative coding about CFF names, CFF rankings, the relation between CFF and ERP processes and failure modes, etc.The results of this study would benefit three groups of stakeholders: (i) Researchers who work on ERP Failure Factors, (ii) Solution implementers who provide consultancy services to companies that carry out ERP Implementation projects, and (iii) ERP project implementation managers. These stakeholders could utilize the results of this SLM to catch the trend of ERP implementation challenges.

Failure Case Studies and Challenges in ERP Integration

The 21st century recognizes the importance of information as a vital resource, so it is studied, researched, and improved to accomplish the performance objectives set by an organization. To sustain cohesive business reliability and growth, information sharing and communication are essential. enterprise resource planning (ERP) software integration is seen by many organizations as a way to manage their integrated information flow more effectively under increased competitive pressure. The implementation of such a project for a company is very beneficial because it revolves around performance and formality, both of which are highly important and complex for organizations. However, due to the ERP project implementation budget, time, and resources, this type of project is tricky. In this context, and based on the principle that people learn more from failures than from successes, the authors are interested in this article about the difficulties, the stakes, and the causes of ERPs integration failures reported in the literature to make recommendations and learn from these case studies.

Cultural Challenges of ERP Implementation in Middle-Eastern Oil & Gas Sector: An Action Research Approach.

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.

A comparative study of modeling and solution approaches for the multi-mode resource-constrained discrete time–cost trade-off problem: Case study of an ERP implementation project

Most knowledge-intensive industries, especially companies developing software engineering projects such as Enterprise Resource Planning (ERP) implementation projects, generally necessitate finding the optimal trade-off between the project duration and total usage cost of the renewable resource costs (e.g., human resource expertise costs). Therefore, the MRC-DTCTP, which integrates classical multi-mode resource-constrained project scheduling (MRCPSP) and discrete time–cost trade-off problems (DTCTP), can be seen as a more applicable problem since it better reflects the objectives and requirements of today’s real-life software project applications. The MRC-DTCTP is a much more complex variant of the MRCPSP since it aims to minimize total direct/indirect costs of the resources simultaneously under a pre-specified project deadline. Based on this motivation, a new explicit integer-linear programming (ILP) model of the MRC-DTCTP was first developed based on the implicit non-linear programming model of Wuliang and Chengen (2009). Due to its NP-hard nature, we also proposed a constraint programming (CP) model that includes several search strategies to solve large-sized problem instances within reasonable computation time. In addition, a genetic algorithm (GA) approach in combination with a Modified Serial Schedule Generation scheme (SSGS) is implemented to make further comparisons on several benchmark instances, which are generated based on the existing MRCPSP data sets taken from the project scheduling problem library (PSPLIB) by considering additional problem characteristics. A comprehensive experimental study has shown that the proposed CP model and GA approach can provide superior results in shorter run times for large-sized benchmark instances. Finally, an international Enterprise Resource Planning (ERP) Software Company’s real-life application is presented. The ERP projects generally necessitate finding the optimal trade-off between project makespan and human resource costs, making the MRC-DTCTP much more difficult than classical MRCPSPs & DTCTPs. For further analysis, time–cost trade-off curves under different human resource availabilities and project deadlines are drawn to provide managerial insights to ERP project managers.

Efficient Fine Tuned Trapezoidal Fuzzy-Based Model for Failure Mode Effect Analysis Risk Prioritization

Many industries struggle with different project failures including Enterprise Resource Planning (ERP) implementations projects which has high failure rates too. Failure Mode Effect Analysis (FMEA) is an extensively utilized to analyze failure modes in risk assessment in various industry projects including ERP implementation projects. Nevertheless, in the traditional FMEA system, ignoring the Interdependencies among various failure modes as well as the relative importance of risk and non-injective and non-subjective nature of conventional RPN functions leads to challenges in analysing and assessing the risk. This may mislead in the addressing the prioritization of the Risk. Therefore, an efficient FMEA framework is proposed using Fine Tuned Trapezoidal Fuzzy-based Technique for Order of Preference by Similarity to Ideal Solution (FTTF-TOPSIS). The developed FMEA framework focuses to avoid data complications while preparing or collecting the data by using a hierarchical matrix management for data preparation. Uncertain risk, cost, and relative dependency are considered as additional parameters regarded by the work to calculate RPN. Mathematical models such as conservative method together with the Square Root Kragten Method (SRKM) are used to find the relative dependency along with uncertain risks. Thereafter, a highly reasonable along with credible outcome to rank the risk, FTTF-TOPSIS is employed. Finally, to demonstrate the proposed method’s efficiency together with benefits, a comparation is made with the other models.

Risk Factors When Implementing ERP Systems in Small Companies

Implementation of enterprise resource planning (ERP) systems often aims to improve the companies’ processes in order to gain competitive advantage on the market. Especially, small companies need to integrate systems with suppliers and customers; hence, ERP systems often become a requirement. ERP system implementation processes in small enterprises contain several risk factors. Research has concluded that ERP implementation projects fail to a relatively high degree. Small companies are found to be constrained by limited resources, limited IS (information systems) knowledge and lack of IT expertise in ERP implementation. There are relatively few empirical research studies on implementing ERP systems in small enterprises and there is a large gap in research that could guide managers of small companies. This paper is based on a case study of three small enterprises that are planning to implement ERP systems that support their business processes. The aim of the paper is to identify the risk factors that can arise when implementing ERP systems in small enterprises. The analysis shows that an ERP system is a good solution to avoid using many different, separate systems in parallel. However, the study shows that it is challenging to integrate all systems used by suppliers and customers. An ERP system can include all information in one system and all information can also easily be accessed within that system. However, the implementation could be a demanding process as it requires engagement from all involved people, especially the managers of the companies.

Development of Sustainable Business Model: A Conceptual Framework for the Financial Sector to Obtain Successful ERP

The present study identifies the key antecedent factors for accomplishing the adoption stage of enterprise resource planning (ERP) systems in their business operations. Four potential antecedent factors of adoption were derived from the literature, and data were obtained from a sample of 200 executives of the banking organizations of the financial sector across India. A structural equation modeling (SEM) technique was used to examine the complex relationships between antecedents and the adoption decision. The authors survey the literature to discover and classify critical success factors that are potentially applicable to financial sector. Four broad parameters namely, strategic, organizational, technological, and environmental (SOTE) has been identified for the efficacious development of ERP system in the financial sector of India. 11 dimensions has emerged as significant one for the financial sector. The results show that most of the success factors found in the literature apply to the industry. Nevertheless, distinct differences were found as well. Some factors, such as innovativeness of the implementation strategy, formulation of sound business plan, integration within the departments, adaptation capability of the system etc. would become the key instruments for successful implementation of ERP in the financial sector. The findings can help the executives of the financial sector to focus their attention, priorities, resources and leadership on managing the success factors that have been established to be critical for achieving ERP project implementation and ultimately, leading to the development of the sustainable business model.

An ERP success model based on agency theory and IS success model

PurposeThe purpose of this paper is to propose an enterprise resource planning (ERP) implementation model based on the agency theory and the Delone and McLean information systems (IS) success model. This paper answers two major research questions: (i) how does client–consultant interaction affect the outcome of ERP implementation projects; and (ii) how can this interaction be managed effectively to ensure successful project outcomes?Design/methodology/approachAn electronic banking institution in Africa was used to conduct a case study research and examine the validity of the proposed conceptual framework.FindingsBased on the constructs of the conceptual framework, the study found that client–consultant relationships/interactions mediate the effect of human, organizational, and technological critical success factors (CSFs) on information quality, service quality, and information quality. Agency conflicts in client–consultant relationships can be managed using outcome incentive-based contracts and a conflict management committee.Research limitations/implicationsThis is a single case study research. Thus, despite its analytical validity and generalizability, there is a need for more studies on the statistical validity of the model in other contexts.Practical implicationsThis paper provides practical information needed to manage conflicts between clients and consultants, as well as factors that must be considered in order to keep the interest of both parties aligned.Originality/valueNo research has been conducted on how to manage client–consultant interactions and related conflicts in ERP implementation projects. This study fills this gap using a well-established theoretical foundation to propose a conceptual framework that would guide and drive further discussions on the topic. This is also one of the few studies in the context of developing countries.

An interval-stochastic programming based approach for a fully uncertain multi-objective and multi-mode resource investment project scheduling problem with an application to ERP project implementation

Most of the real-life project scheduling cases may involve different types of uncertainties simultaneously such as randomness, fuzziness and dynamism. Based on this motivation, the present paper proposes a novel interval programming and chance constrained optimization based hybrid solution approach for a fully uncertain, multi-objective and multi-mode resource investment project scheduling problem (MRIPSP). The classical discrete-time binary integer programming formulation of the problem is extended by incorporating both the interval-valued and interval-stochastic project parameters as well as variables. In addition to the uncertain project parameters/inputs, the completion times of the activities which represent the project schedule and the availabilities of the renewable project resources are also stated as uncertain project variables and represented by interval numbers. Then, the proposed interval-stochastic multi-mode resource investment project scheduling (IS-MRIPSP) model is converted into its crisp equivalent form by using the proposed approach. The proposed approach is also able to consider different types of project scheduling risks and produces more reliable and risk-free solutions according to the project manager's attitude toward risks. Furthermore, in addition to the classical makespan objective, effective and efficient utilization of the renewable project resources, i.e., human resources, is also targeted. The efficiency and reliability factors of the human resources are also taken into consideration. In order to generate balanced project schedules which tradeoff between the project time and total human resource costs, compromise programming approach is adapted. Finally, in order to test the validity and practicality of the proposed approach, a real-life application is presented for an enterprise resource planning (ERP) implementation project scheduling problem of an international industrial software company.

Critical Challenges in Enterprise Resource Planning (ERP) Implementation

This research paper explores critical challenges in Enterprise Resource Planning (ERP) implementation based on insights from an exploratory qualitative single case study in the Canadian Oil and Gas Industry. The study was conducted in a Canadian case organization using twenty interviews from members of four project role groups of senior leaders, project managers, project team members, and business users. The study further collected and reviewed project documents from the ERP implementation for triangulation. The research evoked a comprehensive list of sixty critical challenges and out of which, the top twelve challenges discussed in detail were drawn from the responses of participants from all four project role groups. The study findings indicated that critical challenges were significant during ERP implementation. This research is one of first case studies in the Canadian oil and gas industry that focuses on critical challenges in ERP implementation projects.

Complexity Theory: Insights from a Canadian ERP Project Implementation

This research paper explores complexity theory based on insights from an Enterprise Resource Planning (ERP) implementation in the Canadian oil and gas industry. The qualitative exploratory case study was conducted in a Canadian case organization using a semi-structured interview guide with a total of twenty interviews from members of four project role groups of senior leaders, project managers, project team members, and business users. Besides interview responses, the study also collected and reviewed ERP project documents for triangulation purposes. The research showed the importance of complexity theory to ERP projects, and the relationship between critical challenges and complex categories of human behavior, system behavior, and ambiguity. The study findings also evoked rich and comprehensive data related to the phenomenon of critical challenges in ERP.

Selection and training of super-users for ERP implementation projects

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.

Success Level Implementation of ERP at Indonesia State-Owned Enterprises Transportation Sectors

Implementation of the Enterprise Resource Planning (ERP) is an investment that does not appear in an organization. Indonesia Transportation State-Owned Enterprise PT Angkasa Pura II Indonesia has the leeway and autonomy to do ERP investments in supporting the achievement of its vision and mission. The World Economic Forum, put Indonesia on a ranking of 82 among the countries in the world in ICT utilization. This research was conducted to evaluate the performance of ERP implementation project. ERP implementation success rates seen from aspect of project management, determination of critical elements of urgency and contextual factors. The result that all independent variables influence significantly to the success of the implementation of ERP of SOE’s manufactures. The greatest contribution to the success of such in sequence are an element of urgency determination of critical factors, a contextual factor, and management of the project.

Critical success factors in ERP upgrade projects

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.

Transformational Leadership as a Critical Success Factor for Enterprise Resource Planning System Implementation

The successful implementation of an enterprise resource planning (ERP) system has been described as a challenging strategic initiative for many organizations in varied business settings and different organizational cul-tures. During the past two decades, there has been massive investment in adopting ERP system, in addition to a substantial increase in focusing on the importance of users’ acceptance of utilizing such technological technique. Despite the many advantages of successful installing of ERP system demonstrated in literature but still the failure rate of ERP projects is re-markably high. Leaders of ERP implementation projects have the challenge of displaying effective leadership skills and traits to justify strategic and operational decisions taken during implementation of ERP system. To provide better understanding of what may positively influence a successful implementation of ERP system, this research study is an attempt to inves-tigate whether leadership style especially transformational leadership has a significant impact on successful implementation of ERP systems. The theory of transformational and transactional leadership was the foundations for the researched leadership style in this study. A quantitative, non-experimental correlational empirical research strategy examined the degree of significance of the direct relationship between the independent variable of transformational leadership style and the dependent variable, perceived as ERP success. Projects’ leaders, executives, information technology, business managers, and end users who involved in adopting and using ERP system within their Egyptian organizations representing various business settings, were the targeted population of this research. Structural Equation Modeling (SEM) was conducted to test the research hypotheses and analyze the findings and results. The results of the study supported the existence of a significant relationship between transformational leadership style and successful implementation of ERP system.

Ferramentas para análise de riscos em projetos de implantação de ERP influenciados por incertezas sazonais

Risk management is one of the fundamental points for the success of projects to implement an Enterprise Resource Planning (ERP). One aspect that significantly influences the projects and that should be considered in the risk analysis is the seasonality, although it has been low discussed in the literature. In this sense, this work aims to identify and analyze the most appropriate risk analysis tools for ERP implementation projects influenced by seasonal uncertainties. To achieve the goal, this research was composed by a Systematic Review of Literature and the application of the Delphi technique with Project Management Professionals. The result obtained with this research was the identification of eight more suitable tools to analyze risks in ERP implementation projects influenced by seasonal uncertainties. It was also analyzed separately were the amounts assigned to the risk analysis tools by the Delphi Panel participants.

REDEFINITION OF “SUCCESS” WHEN IMPLEMENTING INFORMATION SYSTEMS – FOCUS ON ERP SYSTEMS IN KOSOVO

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.

Critical success factors in ERP implementation in Indian manufacturing enterprises: an exploratory analysis

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.