Enterprise Resource Planning Project Success Research Articles

The influencing factors of enterprise resource planning (ERP) readiness stage on enterprise resource planning project success: a project manager’s perspective

PurposeThis study explores the influencing factors of the enterprise resource planning (ERP) readiness stage on project success immediately after go-live from the project manager’s perspective.Design/methodology/approachThe influencing factors of the ERP readiness stage are explored through the literature and expert review sessions and are embedded in Kotter’s change management model. A survey-based empirical study is conducted among ERP project managers in Turkey in 2019 utilizing principal component analysis and multiple regression analysis to reveal the direct relation of influencing factors and project success.FindingsResults show that the proposed model explains 65.179% of the variation with four components. The association of components through regression analysis reveals that project planning and management, employee commitment and change management directly relate to the ERP project success. Yet, surprisingly top management support is not directly correlated. Therefore, the results suggest that influencing factors of such long projects are to be evaluated by the stages of the project life cycle.Research limitations/implicationsThis research is limited to the project managers’ perspective in Turkey and the readiness stage of the project life cycle.Practical implicationsThe objectives of this research serve as a guideline for ERP project managers to consider the success factors in terms of ERP project phases. This ensures that the project manager allocates optimum resources to the right factors at the right time.Originality/valueDespite numerous studies in the ERP readiness stage, this study opens new ways of future research while filling several gaps. First, the ERP readiness phase is discussed with a theoretical approach through Kotter’s change management model. Second, the influencing factors of the ERP readiness stage on ERP project success from the project manager’s perspective are explored, and factor structures are revealed. Then, the association of the factors with ERP project success of “immediately after go-live” is empirically tested.

An Exploratory Performance of Risks Factors for Pre-Implementation of ERP Project in Malaysia

An Enterprise resource planning (ERP) system is designed to improve operational efficiency by integrating business processes and providing better access to integrated data across the entire organization (Badewi et al., 2018).However, ERP systems are complex, risky to implement, and time consuming (Al-Sabri et al., 2018). Theaim of this paper isto identify the ERP riskemerge in pre-implementationof ERP system through the critical literature review and develop a risk model in order to create value for organization, user and vendor or consultant in managing the ERP project. This research studiescontributes to the literature on ERP risk factors by determining whether these risk factors areaffecting the pre-implementation ERP project success. From the effectiveness and usability perspective, this study will benefits IS management of the companies, system user, researchers, system provider, and ERP system consultant.

Measurement of ERP-project success: findings from Germany and Austria

The implementations of Enterprise Resource Planning (ERP) systems have increased rapidly world-wide over the last two decades. ERP projects are long lasting and complex activities, influencing main internal and external operations of organizations. As companies spend an immense investment on these projects, in the beginning managers are focusing on most common success factors to reach the main goal of a proper implementation. For evaluating ERP projects in retrospective, an applicable measurement of the whole implementation and its economic effects is essential. This research paper evaluates the most prominent ERP project success models mentioned in scientific literature and gives an overview of the different approaches. It explores the best fitting model for measuring ERP project success and based on that analysis, the authors created a new model using empirical data. The study was performed on a sample of medium-sized companies located in Austria and Germany, which implemented ERP software between 2012 and 2014. Based on a newly developed questionnaire completed by over 300 companies’ CEOs, factor analysis of the data shows a reduction of dimensions for ERP project success measurement. It indicates that characteristics of success factors can be summoned up to 5 different dimensions, namely project management, user satisfaction, time and budget, ERP system quality and economic value. The results show that some of the dimensions suggested by other authors are coherent and redundant, and therefore an extra measurement of these aspects is misleading. The study is designed to make a contribution to management science literature from the perspective of project management requiring effective success evaluation instruments. DOI: http://dx.doi.org/10.5755/j01.ee.27.5.13208

An m-learning framework for ERP systems in higher education

Purpose – The purpose of this paper is to investigate the factors of m-learning approaches which can be used for enterprise resource planning (ERP) system training and to propose a theoretical framework for m-learning of ERP systems. Design/methodology/approach – A literature review of several theories relating to success factors for mobile learning (m-learning) and electronic learning (e-learning) are analysed and a theoretical framework of success factors for m-learning of ERP systems is proposed. Two field studies are undertaken to identify the features of e-learning and m-learning systems which users enjoyed and which related to the factors identified in the theoretical framework. The technology acceptance model (TAM) was used to evaluate the acceptance, usefulness and perceived ease of use (PEOU) of the two systems evaluated in the field study, the openSAP e-learning application and the SAP Learn Now m-learning application. Findings – The results confirmed several of the theoretical elements identified in the framework and the m-learning system was rated positively for PEOU and perceived usefulness (PU). The findings confirmed other studies showing the importance of the quality of course content in e-learning and m-learning projects. Research limitations/implications – The empirical study was limited to a small number of participants in higher education. However, a deeper understanding of the factors influencing m-learning for ERP systems was obtained. Practical implications – The study provides a valuable practical contribution because the framework can be used in the improved design of an ERP m-learning approach, which in turn can lead to an improvement in ERP training and education programmes and ultimately ERP project success. Originality/value – Several studies propose the use of m-learning systems. However, research related to the factors impacting on m-learning projects for ERP system training is limited. The paper presents original work and the results provide a valuable contribution to several theories of m-learning.

An Effective Model for Evaluating Organizational Risk and Cost in ERP Implementation by SME

Enterprise Resource planning (ERP) implementations in the context of small medium size enterprises is discussed in this paper. It is essential for small businesses to success implementation an ERP system to maintain control of their risks. ERP implementation is costly and risky for small and medium enterprises. Paper identified from archived literature, ERP implementation risk in selecting and implementing an ERP system. Authors hypothesized a relationship between two elements of organizational risk factors, adequate system and business processes re-engineering. The study also examines the relationship between ERP implementation cost and ERP project success in order to better manage enterprises ERP projects in context of SMEs.

Korean Organization ERP System Implementation CSFs: A Delphi Study

This study focused on the factors that are critical to Enterprise Resource Planning (ERP) system implementation success. This study employed a Delphi panel to explore the characteristics of ERP project success. The expert panel was comprised of executives from Korean organizations who had participated in and were experienced with ERP implementation projects. The two round Delphi study found the importance of senior management involvement/top management support in project. Additionally, the study found that the same Critical Success Factors(CSFs) existing in large-sized Korean organizations are also applicable to small or mid-sized Korean organizations.

Users Satisfaction and ERP Implementation Success

An Enterprise Resource Planning (ERP) system encompasses the mechanisms and inklings conducted for the solidified management of enterprise as all-inclusive from the discernment of consequential exertion of management expedients to embellish the expedience of the business. Several organizations have implemented ERP system but none of them has claims the desire results. User satisfaction is considered as central indicators of ERP project success. This study was conducted in Pakistani industry with the purpose to indentify and ensure potential success factors of ERP implementation. On the bases of extensive theoretical underpinning, measurement constructs of success factors of ERP implementation were identified. Survey instrument was developed from those success factors. Total three hundred and fifty questionnaires were distributed randomly to ERP users working in Telecom, engineering, Oil and Gas and Government sector. Out of distributed questionnaires two hundred and twenty eight (N=228) questionnaires were retrieved back. The responses were systematically entered, cleaned, and screened in statistical package for social science (SPPS). The core statistical techniques used in this study are regression and correlation analysis. The study finds that user satisfactions have positive and significance relationship with perceived usefulness of ERP system, Perceived ease of use of ERP, Internal support and compatibility of ERP system whereas as results demonstrability of ERP system is found to insignificantly related to ERP user satisfaction. The study further investigates that perceived usefulness, perceived ease of use, internal support, and compatibility of ERP system is perceived as important factors for ERP success. The findings suggests that all those interested in better business results and reliable business solutions should consider proper procedure review of software capabilities with confined focus on results demonstrability before embarking on ERP system implementation.

Agency theory and consultant management in enterprise resource planning systems implementation

Enterprise resource planning (ERP) systems are rapidly becoming the foundations to the decision support systems of many organizations, but have all too often failed to deliver their expected benefits. Most ERP implementation projects are carried out using implementation consultants hired from outside the client firm. The current study treated the consultants as agents and the clients as principals, and applied agency theory to test the consultant-client relationship as a predictor of ERP implementation project success. A survey collected responses from 192 client project managers who worked on the ERP implementation process in their organizations. Data analysis via structural equation modeling showed that more consultant monitoring predicts less moral hazard (i.e., consultant shirking), that less moral hazard predicts greater ERP project success, and that more monitoring directly predicts such success. However, the analysis failed to support expectations that more pre-qualification efforts (i.e., screening of the consultant) would lead to less adverse selection (i.e., the consultant's misrepresentation of skills) or that less adverse selection would lead to greater ERP success. Surprisingly greater incentive alignment predicted greater moral hazard, thus suggesting the potential of incentives to de-motivate rather than motivate. This study contributed by extending agency theory to outsourced information systems project implementation. It provided new, validated measures of prequalification efforts, monitoring, incentive alignment, moral hazard, and adverse selection constructs. The findings suggest that future researchers may want to learn more about incentive alignment and its impact, and that information systems project managers may want to monitor more to improve ERP and other large-scale system implementation success.

Critical Factors for Implementation Success of ERP Systems

Research on enterprise resource planning (ERP) systems implementation has drawn much at-tention, in the last decade. Identifying and testing the critical factors that affect implementation success for this type of systems is one of the important streams of research in this field. Based on data gathered from a sample of 70 respondents, actively involved in their companies’ ERP implementation process, this study aims to extend this stream of research with another framework of success factors based on a developing country setting, namely Bahrain. The influences of some selected critical factors were examined on two success dimensions: project success and business metrics success. Results support previous research findings in this area concerning the impact of factors such as project planning, organizational resistance, and ease of use on ERP project success metrics. Also, the study results show that project planning, business process reengineer-ing, and organizational fit have significant influence on business success metrics. However, no significant impact was found for some classical success factors such as top-management support, technical fit, training, competitive pressure, and strategic fit on both project and business success. The article ends with implications for these findings and possible extensions for the study.

The influence of centrifugal and centripetal forces on ERP project success in small and medium-sized enterprises in China and Taiwan

Successful implementation of Enterprise Resource Planning (ERP) systems has become a critical facilitator for efficient operations management in both developed and developing economies. The study presented in this paper uses a novel “Centripetal and Centrifugal Forces” (CCF) model developed in the context of global new product development projects, to examine the way that the interaction of factors relevant to project management contributes to successful ERP implementation processes. Based on regression analysis of responses from 244 small and medium-sized manufacturing firms in Taiwan and China collected in May 2006, we find that the balance of centrifugal and centripetal forces fosters ERP project success, a result which has significant impacts on ERP project management practice. The study also opens up a new direction for future research on ERP implementation processes in that it suggests a novel way to model the interaction of project management factors. In addition, the new measures regarding project success and project management developed and validated in this study should prove to be useful for researchers studying ERP implementation processes.

Enterprise resource planning success

Purpose – To explore the views of top corporate financial executives on the success of implementation of enterprise resource planning (ERP) systems as well as the variables associated with ERP project success. Specifically, relationships between dependent variables cost and budget performance on the independent variable overall project success are studied. Variables influencing cost and time performance are also explored.Design/methodology/approach – An analysis of secondary data obtained from the 2003 financial executives international comprehensive survey‐based research on technology issues for financial executives. Multiple regression analysis and other statistical methods are used.Findings – The findings indicate that ERP implementations are generally viewed as moderately successful by top financial executives. In addition, both cost and time were significantly correlated with an overall view of success with cost performance holding higher influence. Several variables were found to significantly corre...