System Implementation Projects Research Articles

How User Requirements Affect the Success of an Enterprise System Implementation Project?

The paper examines the collection, preparation, and improvement of user requirements for a complex ERP case study implementation in an international organisation. The study presents a case study of the ERP system implementation project. We address the user requirements and their quality with regard to the scope of the case study on the ERP implementation project and wider as an integral aspect of successful project management within an organisational context. In the discussion, we address and support the notions that: 1.) the choice of the type of solution and the software company; 2.) strong leadership and control from the investor side; 3.) the activities prior to the start of the ERP implementation project and a clearly defined scope at the time of contract conclusion; 4.) the quality of system requirements based on well-specified user requirements; and 5.) the alignment of the scope definition and user requirements within the organisation contribute to the success of the enterprise system implementation project.

Managing large-scale projects: Unpacking the role of project memory

Drawing on ethnographic fieldwork conducted in a US-based firm engaged in a large-scale information system implementation project, this study presents an inductively developed framework of project memory incorporating three mnemonic co-orchestration practices: situated focusing, synchronizing discourse, and converging boundaries. Project memory is proposed to help manage challenges posed by large-scale projects as we observed in this study. This study offers insights into the role and practices of project memory and provides recommendations for managerial practice related to developing narrative and storytelling skills, strategically using meetings, and fostering a culture of cross-functional collaboration in large-scale projects.

Determining design criteria for indoor positioning system projects in hospitals: A design science approach.

Indoor navigation systems (indoor positioning systems) can improve orientation for patients in hospitals and help employees to track assets. Many hospitals would like to implement indoor positioning systems but do not know how. To support them in doing this, and to gain knowledge about the requirements for indoor positioning system implementation, our research identifies the design criteria relevant to indoor positioning system implementation projects. A design science research process is built to design and evaluate an artifact. For this, five indoor positioning system developers and five hospital IT management representatives from various hospitals and companies in Germany are interviewed. Further, controlled experiments are conducted in Germany, using an ultrasound-based indoor positioning system. We determined and tested indoor positioning system functions, evaluated indoor positioning system performance criteria, and identified the operating conditions in hospitals. Our results show that indoor positioning system functions should provide a benefit to a hospital's daily operations, that some performance criteria are more important than others, and that operating conditions are important, e.g., radiation. As a theoretical contribution, we show how design science research can be applied to the context of indoor positioning systems in hospitals. In addition, we make a practical contribution in that our propositions can be used for future indoor positioning system developments.

OPTIMAL MODEL FOR EVALUATING THE TOTAL DURATION OF A BUSINESS PROCESS

When assessing the performance of business processes, it should be noted that one of the most important operational indicators and evaluation criteria of any company should be the indicator of the duration of the process completion cycle. Cycle duration is the amount of time that passes from the start of a task to the moment it is completed. Time is a critical metric for completing any task as it relates to customer satisfaction and the cost of completing that service. Based on this, the main goal of this work is to find the critical path of a business process and build a mathematical model to determine the objective function. To achieve the set goals, the problem of finding the maximum path in a directed graph constructed according to the list of works of the information system implementation project is considered. In accordance with the list of works, the relationships between them were determined, a network schedule for project planning was constructed, and the main relationships and patterns were identified. Studies of the constructed mathematical model were carried out using the MS Excel software application. The critical path of the business process of implementing an information system was found and conclusions were drawn on the total duration of the project. Thus, operations lying on the critical path require additional slack planning.

Working with requirements in information systems implementation projects

Working with requirements in information systems implementation projects

The importance of knowledge transfer in the implementation of an integrated ERP system

Purpose: Importance of knowledge transfer in the process of implementing an integrated ERP class IT system. Design/methodology/approach: The chosen research approach involved a case analysis, employing two distinct data collection methods an unstructured interview with a member of the implementation team and observation conducted by the article's author. The rationale behind investigating knowledge transfer in ERP systems implementation projects is well-founded, as it is deemed essential for enhancing the overall efficiency of project management in this domain. Findings: The research demonstrates a clear correlation between the stages of the knowledge life cycle and those of the project. In the project's preparatory phase, essential organizational knowledge is identified. Subsequently, during the IT solution design phase, there is a transfer of knowledge from employees to consultants, contributing to the development of a cohesive IT solution project. This project is then implemented in the subsequent phase, leveraging organizational knowledge for solution creation, testing, and utilization. Research limitations/implications: The insights presented in this study pave the way for additional theoretical and practical exploration. The adoption of an integrated ERP class IT system represents a strategic decision with profound implications for business processes, resource utilization, and management efficiency. The ramifications of this decision underscore its pivotal role in shaping the overall trajectory of organizational operations. Practical implications: The implementation process demands a spectrum of diverse and often specialized knowledge from participants, leading to multidirectional flows of such knowledge. Consequently, there arises a crucial necessity for research into knowledge transfer methodologies within the design environment. Originality/value: Implementation projects necessitate a range of diverse, often specialized knowledge from participants and entail multidirectional flows of such knowledge. The focal point of these projects is the amalgamation of organizational, management, business, and technological knowledge possessed by all participants, encompassing future users of the integrated system. Keywords: ERP systems, knowledge transfer, small and medium-sized enterprises. Category of the paper: Case study.

FORMATION OF THE APPROACH TO APPLICATION OF PROJECT MANAGEMENT METHODOLOGIES IN THE FRAMEWORK OF SAP ERP INFORMATION SYSTEM IMPLEMENTATION

FORMATION OF THE APPROACH TO APPLICATION OF PROJECT MANAGEMENT METHODOLOGIES IN THE FRAMEWORK OF SAP ERP INFORMATION SYSTEM IMPLEMENTATION

The impact financial resources on implementation of large-scale electronic health records in the Saudi Arabia's primary healthcare centers: Mixed methods.

There is worldwide demand for the implementation of electronic health systems and a transformation to electronic transactions in healthcare organizations. This move to e-health transformation stems from the perceived positive impact that e-health systems have in improving the quality of healthcare and, in turn, reducing expenses. Despite this, more than half of previous Electronic Health Record System (EHRS) implementation projects have failed due to several barriers and challenges such as cost. To evaluate the impact of financial resources (FR) on the implementation of the EHRS in PHCs in SA. A mixed methods approach was implemented. SPSS and AMOS-SEM are used to test reliability and validity and hypotheses. Thirty-one (59%) out of 51 policy makers at the MoH filled and returned the questionnaire while 13 policymakers were interviewed using semi-structure interviews. Results revealed that both measurement model and structural models met the threshold. All scales are found reliable and valid. Furthermore financial resources have positive impact on EHRS implementation. Findings from both studies show that financial resources have a very positive impact to facilitate large-scale EHRs implementation and overcome barriers that may lead to the failure of the project.

Ambiguity and Knowledge Asymmetry in Knowledge-Intensive Projects— The Case of Enterprise System Implementations

Background: This research aimed to examine the interrelations between ambiguity and knowledge asymmetry in Enterprise System implementation projects and determine how ambiguity and knowledge asymmetry affect the management of such projects. Enterprise System projects are a subgroup of knowledge-intensive business service projects. Literature regarding knowledge-intensive business service firms acknowledges ambiguity and knowledge asymmetry between the supplier and the client as essential characteristics of their relationship. However, insufficient empirically grounded research has been made to date to determine the interrelations between the two phenomena and their impact on the project management of knowledge-intensive projects. Method: The research was based on a multiple case study method. Five cases of Enterprise System implementation projects were selected using literal replication until theoretical saturation was achieved. Data collection methods involved participant observation and analysis of documentation. Results: Knowledge asymmetry was identified as a factor significantly increasing ambiguity in the projects subject to this study. As the project parties had different knowledge bases, the information transmitted by the sending party could not be appropriately interpreted by the receiving party. Co-production, i.e., joint synchronous work of the client and the consultant, was the means to overcome knowledge asymmetry and ambiguity. The phenomenon of problem-solution entanglement was also observed: the proposed solutions impacted the definition of the problems and vice-versa, which led to a revision and revisiting of problems considered to be already solved. Conclusion: This research showed that knowledge asymmetry and resulting ambiguity had consequences for project definition, contracting, planning, and execution. Due to different knowledge bases, project parties could not interpret the information they received correctly. Therefore, synchronous work, resulting in an incremental reduction of knowledge asymmetry and ambiguity as well as constant reconciliation, revision and revisiting of problems and solutions, were necessary during the whole project life-cycle.

An ERP Data Quality Assessment Framework for the Implementation of an APS system using Bayesian Networks

In today’s manufacturing industry, enterprise-resource-planning (ERP) systems reach their limit when planning and scheduling production subject to multiple objectives and constraints. Advanced planning and scheduling (APS) systems provide these capabilities and are an extension for ERP systems. However, when integrating an APS and ERP system, the ERP data frequently lacks quality, hindering the APS system from working as required. This paper introduces a data quality (DQ) assessment framework that employs a Bayesian Network (BN) to perform quick DQ assessments based on expert interviews and DQ measurements with actual ERP data. We explain the BN’s functionality, design, and validation and show how using the perceived DQ of experts and a semi-supervised learning algorithm improves the BN’s predictions over time. We discuss applying our framework in an APS system implementation project involving an APS system provider and a medium-sized manufacturer of hydraulic cylinders. Despite considering the DQ assessment framework in such a specific context, it is not restricted to a particular domain. We close by discussing the framework’s limits, particularly the BN as a DQ assessment methodology and future works to improve its performance.

Using waterfall, iterative and spiral models in ERP-system implementation projects under uncertainty

The article considers the use of cascade and multi-pass implementation models of corporate information systems in case of business and technological uncertainty. A review of waterfall, iterative and spiral ERP-systems implementation models is given. The business and technological uncertainties inherent in software systems implementation projects are introduced. The basic principles of development complex applications in ERP-systems are analyzed, including the rules of evolution and functionality. One compares business uncertainty for refined requirements in the waterfall and Agile-based implementation models, which operate with a change request and allocation requirements to a new round of development respectively. There is no or minimal technological uncertainty in ERP-systems implementation projects, however high business uncertainty exists, which can not be decreased by any basic implementation approaches. The application area of the waterfall and multi-pass implementation models is clarified for ERP projects from scratch, rollout and evolution under business uncertainty.

Business processes reconfiguration through the implementation of an enterprise resource planning system

The use of technology in organizations does not always produce the expected effects, because the cause-effect relationship in efficiency, productivity and therefore competitiveness is not linear. The available resources, ways of access and their capacities in terms of storage, processing and speed of response are known, however they are not always assimilated by the agents of the productive sector as they should to promote effective results and business agility. The research procedure adopted was a critical-descriptive analysis of a real case. Based on the bibliographic review on Business Processes reconfiguration and follow-up of an implementation project in a Brazilian company, a Business Model reconfiguration with ERP system implementation case was described and evaluated. The purpose of this article is to present a success case of Information Systems implementation project, to demonstrate the long way to go before reaching the results that makes such a project a successful project and to examine the impacts in the human resource perception. The research resulted in the description of an ERP implementation case, its evaluation based on perceptions, followed by critical discussion about barriers and risks inherent to projects of this nature. Although information technology has advanced a lot in the last decades in resources and functionalities, its cost has been significantly reduced, and its acquisition has been greatly facilitated, implementation is not a trivial activity. The article can serve as a guide for characterization of risks and sensitive aspects in reconfiguration projects for organizations that wish to achieve effectiveness in this type of project.

The Evolving Nature of Information Systems Controls in Healthcare Organisations

Information Systems (IS) projects are found to be complex, unpredictable, and prone to time and cost overruns. Perhaps that is why organisations put a strong focus on IS controls during the planning and execution of such projects.IS control literature in the past has focussed on dyadic control relationships during an outsourced IS development project and relatively little is known about such controls during a complex enterprise systems project. Existing studies usually take a static view of IS controls and do not investigate how controls evolve during different phases of the system lifecycle, as well as across projects. This study presents a processual view of IS controls in the enterprise systems lifecycle in a national blood processing organisation. Traditional research in a blood banking context has focussed on optimising the process of blood collection, inventory management, and distribution with relatively limited attention to the implementation of the supporting information systems. This research focusses on the evolution of control based on a study of three enterprise system implementation projects in the case organisation. The study demonstrates that while all five control modes (input, outcome, behaviour, clan, and self-control) are applied across the phases of enterprise systems projects, the nature and extent of control mechanisms changes across the phases of the enterprise system lifecycle. The findings also suggest a teleological evolution of a project’s control portfolio in which the portfolio evolves based on adaptive learning processes from earlier projects. Finally, by exhibiting the influence of institutional and market context, this study also underlines the multi-stakeholder and contextual nature of enterprise systems implementation and associated controls in health service organisations.

Project for implementing an information system as a result of interaction between participants in the cluster for forest waste processing

The business processes of any modern organization as a result of the interaction between participants of the forest waste processing cluster are closely related to information technology. The article deals with the project of introducing an information system, which turns out to be a serious transformation, affecting various areas of the enterprise, ranging from the reflection of core activities, ending with regulations for user support. The information system implementation project is divided into the main stages, during which the requirements for the system are formed, changing business processes are considered, a model of the future system is created and put into pilot operation.

A Study for Analysing Key Factors for Establishing the Omni-Channel Customer System in a Financial Enterprise Using ANP

The omni-channel customer system is the communication system between enterprise and customer via multiple channels such as mail, email, SMS, and mobile. The omni-channel customer system complements each other channel through the integration of each channel. The purpose of this research is to derive key factors and calculate the weights that a financial enterprise considers when adopting the omni-channel customer system. For this research, we analyzed the request for proposal documents used for the omni-channel customer system implementation projects in the financial enterprise. Also, we derived, classified, and stratified the key factors to be considered for the introduction of the omni-channel customer system in the financial enterprise. As a result of analyzing the key factors, customer experience, operations, and security were identified as the components of the top category in introducing the omni-channel customer system in the financial sector. Furthermore, the weight for each key factor was calculated by using ANP. As a result of ANP, operations, customer experience, and security were important in order. Also, the degree of easiness for connecting with other systems and the various abilities for representing the contents of the omni-channels were derived as the important key factors.

Managing ERP Projects Implementation: Multidimensional Analysis of Failure Causes

Due to the persistence of failure to conduct information systems implementation projects, and because of the lack of researchers' consultation on the key factors of project management success, it is advisable to broaden the reflection on the main factors of failure and success, taking into account the contexts specific to each project. This paper lies within an exploratory approach, trying to identify the success factors of managing ERP implementation projects within companies, and proving the existence of strong interactions between the three project phases. It also tries to explain that project management should not be executed independently of the initial business plan. The methodological approach applied in this research is not part of a linear approach that investigates a phenomenon known in advance; it aims at building knowledge based on qualitative and empirical data. It is a combination of Maxwell's qualitative and empirical research' foundations, as well as the principles of grounded theory used in qualitative analyses in which the studied sample's size is not known in advance. The article showed that the success of ERP implementation is not as obvious, it should not be perceived separately from the study and exploitation's stages. In fact, it is the outcome of an appropriate preparation during the pre-project stage, optimized implementation during the project's conducting stage, as well as satisfaction of final users. This complexity requires the involvement of all stakeholders as well as agility at all levels. Thus, the stakeholders are required to take into account all events and possibilities that may affect the course of the software implementation project. At this level, defining a management approach and setting up a structure dedicated to that project becomes a must.

ERP System Implementation: Planning, Management, and Administrative Issues

Motivation: In the modern computing and business world computerization, automation and Enterprise Resource Planning (ERP) system has become the backbone in both public and private sector organizations throughout the world. IT departments in organizations are playing major role in controlling the financial activities, procedures, business, and administrative operations. Problem: In this study, we have analyzed and examined the major issues which an organization could face while starting the ERP project. Objectives: This study will also discuss the significant elements which are crucial for an organization when they move towards the ERP system. Adopting the ERP system for an organization is not only a highly difficult task, but is also an expensive process. Therefore, the organization cannot afford the failure of this implementation plan. Solutions: Moreover, this study is also about the solutions regarding management and administrative plans as well as it helps to design comprehensive controls and procedures for the ERP system implementation project. The issues in the structure, functions, culture, human resource, and procedures of organizations are focused on the study and discussion is made to find out the solutions to control these issues during the implementation process. The study covers the issues regarding implementation plans, project management, and selection or designing of these systems and determines the role of different teams and workforce during the implementation process and after carrying out the process in the business environment. Keywords: Enterprise Resource Planning, Success Factors, Administrative & Management Issues and Challenges, CSF (Critical Success Factors), CFF (Critical Failure Factors).

Causes of Failure in the Implementation and Functioning of Information Systems in Organizations

When implementing or starting up an information system, there are usually a number of causes that can lead to its failure. Today, there are few companies that do not rely on technology to carry out their business processes. Wanting to have a competitive advantage over its competitors and the changing global business, puts pressure on the implementation of information systems implementation projects, be it an ERP (Enterprise Resource Planning), a CRM (Customer Relationship Management) or Big Data projects to manage a central repository of all internal and external data that a company can manage. Although it is an illusion for the company to start a project to implement an information system, its failure can lead to its key business processes not being carried out correctly. This article has the purpose of exposing the most common causes when implementing an information system, but also during the operation of the system, which can lead to organizational chaos and to take measures that no company wishes to take. A real case of failure is exposed during the implementation of an information system in an important Mexican company. The research team was allowed to interview general and systems area managers as well as employees. In addition, a survey was carried out among 30 people between managers and heads of department who followed closely on the implementation process of the global operations and technology system within of the company. The most influential factors were a deficient administration, a bad definition of the project and inappropriate consultancy.

Design and Verification on the Torsion Structure Model between Business Strategy and IT Strategy: Analysis of the Factors Affecting the Planned Delivery Date of the Enterprise Information System Implementation Project

Design and Verification on the Torsion Structure Model between Business Strategy and IT Strategy: Analysis of the Factors Affecting the Planned Delivery Date of the Enterprise Information System Implementation Project

Integrated Financial Management Information System Project Implementation in Ghana Government Ministries

This study investigates the factors impeding successful implementation of integrated financial management information system (IFMIS) project in Ghana. When successfully implemented, IFMIS can bring about a reform in the country's financial management by reduce corruption and financial mismanagement. The study uses stratified and purposeful sampling methods and a questionnaire to collect from 346 employees in selected government departments. The study employs descriptive statistics to both assess IFMIS effectiveness and the effect of information and communications technology (ICT) competency in IFMIS implementation. Moreover, multiple regression analysis is used to determine the extent of top management support on IFMIS implementation success. The findings reveal that IFMIS is an effective tool in public financial management; however, the lack of ICT competency and top management support systems are the major factors required for a successful implementation of IFMIS. Recommendations are made to reduce the challenges associated with IFMIS implementation.