A Review of Critical Success Factors for ERP-Projects
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paper_title: ERP Implementation: Chief Information Officers' Perceptions of Critical Success Factors

paper_content:

This article reports the results of a survey of Chief Information Officers (CIOs) from Fortune 1000 companies on their perceptions of the critical success factors in Enterprise Resource Planning (ERP) implementation. Through a review of the literature, 11 critical success factors were identified , with underlying subfactors, for successful ERP implementation. The degree of criticality of each of these factors were assessed in a survey administered to the CIOs. The 5 most critical factors identified by the CIOs were top management support, project champion, ERP teamwork and composition, project management, and change management program and culture. The importance of each of these factors is discussed.
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paper_title: Critical Success Factors for Enterprise Resource Planning Implementation and Upgrade

paper_content:

Seven categories of critical success factors were identified from the ERP literature: (1) business plan and vision; (2) change management; (3) communication; (4) ERP team composition, skills and compensation; (5) management support and championship; (6) project management; (7) system analysis, selection and technical implementation. We conducted a case study of two organizations that had implemented and upgraded ERP systems. We adopted Markus and Tanis' four-phase model and compared the importance of these critical success factors across the phases of ERP implementation and upgrade. The importance of these factors across the phases of ERP implementation and upgrade is very similar. ‘Business Plan and Vision’ and ‘Top Management Support and Championship’ are critical during the Chartering phase. ‘ERP Team Composition, Skills and Compensation,’ ‘Project Management’ and ‘System Analysis, Selection and Technical Implementation’ are most important during the Project phase. ‘Change Management’ and ‘Communicatio...
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paper_title: Ensuring Erp Implementation Success

paper_content:

Abstract MOST FIRMS OF ANY SIGNIFIcant size are in some stage of implementing enterprise resources planning (ERP) systems or other similar multifunctional enterprise systems. Some are in the early stages of the process, giving consideration to the very substantial implementation costs, perhaps ten times the cost of the system itself. Others have successfully implemented ERP and are tying these systems in with supply-chain management (SCM) and customer relationship management (CRM) systems to have “end-to-end” integrated systems.
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paper_title: MEASURING SUSTAINED MANAGEMENT SUPPORT IN ERPIMPLEMENTATION PROJECTS: A GQM APPROACH

paper_content:

Some researchers have studied the critical success factors in ERP implementations, out of which sustained management support is cited as the most one. Up to this moment, there is not enough research on the management and operationalization of critical success factors within ERP implementation projects. This paper presents a proposal for monitoring sustained management support in ERP implementations. In order to develop a set of metrics for such a monitoring task, we have used the goals/questions/metrics approach. As a result, we propose a GQM preliminary plan with different metrics to monitor and control sustained management support while implementing an ERP system.
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paper_title: ERP implementation critical success factors-the role and impact of business process management

paper_content:

Variously called enterprises resource planning (ERP) systems, enterprise-wide systems, or enterprise business system, these comprehensive, package software solutions seek to integrate the complete range of a business's processes and functions in order to present a holistic view of the business from a single information and IT architecture. The critical success factors for ERP implementation include top management support, a clear business vision and issues specific to ERP such as ERP strategy and software configuration. However, some of the more important factors are the issue related to re-engineering business processes and the integration of various core processes to the ERP system.
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paper_title: Critical Issues Affecting an ERP Implementation

paper_content:

Abstract Implementing an ERP causes massive change that needs to be carefully managed to reap the benefits of an ERP solution. Critical issues that must be carefully considered to ensure successful implementation include commitment from top management, reengineering of the existing processes, integration of the ERP with other business information systems, selection and management of consultants and employees, and training of employees on the new system.
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paper_title: FORECASTING ERP IMPLEMENTATION SUCCESS – TOWARDS A GROUNDED FRAMEWORK

paper_content:

The continuing soar in popularity when it comes to standardized information systems sold en masse under the labelling of Enterprise Resource Planning (ERP) Systems is somewhat kept under control by the ever flowing stream of reports from the industry of implementations gone bad. According to some researchers it is possible to assume that as many as 90% of all initiated ERP implementation projects can be regarded as failures as a result of changes in scope, prolongation of the project time or simply budget overruns. With the implementation of an ERP system being a very costly and risky endeavour, organizations considering “getting on the bandwagon” stand much to gain from pre-emptively forecasting the probability of success for an ERP implementation in their enterprise. Given this, the purpose of this paper is to investigate a possible conceptual framework for forecasting ERP implementation success and discuss the role of such a framework in a software based tool. This was achieved through an initial in-depth literary review aimed at finding factors affecting the outcome of the ERP implementation projects. These results were then communicated to an industrial support group comprised of possible ERP implementation stakeholders. After lengthy discussions concerning the usability, validity and reliability of the proposed list of factors, a conceptual framework was agreed upon for forecasting ERP implementation success. The framework was then tested against a number of possible stakeholders outside the industrial support group. As the results show we have been able to create a conceptual framework for forecasting ERP implementation success that is currently in the second wave of testing. In this paper we then specifically discuss the future researchand usage implications of our findings. As a conclusion, a draft for future research is presented.
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paper_title: Ensuring Erp Implementation Success

paper_content:

Abstract MOST FIRMS OF ANY SIGNIFIcant size are in some stage of implementing enterprise resources planning (ERP) systems or other similar multifunctional enterprise systems. Some are in the early stages of the process, giving consideration to the very substantial implementation costs, perhaps ten times the cost of the system itself. Others have successfully implemented ERP and are tying these systems in with supply-chain management (SCM) and customer relationship management (CRM) systems to have “end-to-end” integrated systems.
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paper_title: Critical factors for successful implementation of enterprise systems

paper_content:

Enterprise resource planning (ERP) systems have emerged as the core of successful information management and the enterprise backbone of organizations. The difficulties of ERP implementations have been widely cited in the literature but research on the critical factors for initial and ongoing ERP implementation success is rare and fragmented. Through a comprehensive review of the literature, 11 factors were found to be critical to ERP implementation success – ERP teamwork and composition; change management program and culture; top management support; business plan and vision; business process reengineering with minimum customization; project management; monitoring and evaluation of performance; effective communication; software development, testing and troubleshooting; project champion; appropriate business and IT legacy systems. The classification of these factors into the respective phases (chartering, project, shakedown, onward and upward) in Markus and Tanis’ ERP life cycle model is presented and the importance of each factor is discussed.
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paper_title: A study of the Critical Success Factors of ERP implementation in developing countries

paper_content:

This paper presents two cases of Enterprise Resource Planning (ERP) implementation in two middle-eastern companies. The objective of this case-based research is to investigate qualitatively the ERP implementation process, with a focus on the critical factors that contribute to its success. The ERP Critical Success Factor (CSF) model for medium-sized organisations in developing countries is explained and assessed. The discovery from the field study of the companies is analysed in the context of the literature and sample secondary cases. This analysis is expected to provide valuable guidelines and directions for organisations undertaking or planning similar initiatives.
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paper_title: FORECASTING ERP IMPLEMENTATION SUCCESS – TOWARDS A GROUNDED FRAMEWORK

paper_content:

The continuing soar in popularity when it comes to standardized information systems sold en masse under the labelling of Enterprise Resource Planning (ERP) Systems is somewhat kept under control by the ever flowing stream of reports from the industry of implementations gone bad. According to some researchers it is possible to assume that as many as 90% of all initiated ERP implementation projects can be regarded as failures as a result of changes in scope, prolongation of the project time or simply budget overruns. With the implementation of an ERP system being a very costly and risky endeavour, organizations considering “getting on the bandwagon” stand much to gain from pre-emptively forecasting the probability of success for an ERP implementation in their enterprise. Given this, the purpose of this paper is to investigate a possible conceptual framework for forecasting ERP implementation success and discuss the role of such a framework in a software based tool. This was achieved through an initial in-depth literary review aimed at finding factors affecting the outcome of the ERP implementation projects. These results were then communicated to an industrial support group comprised of possible ERP implementation stakeholders. After lengthy discussions concerning the usability, validity and reliability of the proposed list of factors, a conceptual framework was agreed upon for forecasting ERP implementation success. The framework was then tested against a number of possible stakeholders outside the industrial support group. As the results show we have been able to create a conceptual framework for forecasting ERP implementation success that is currently in the second wave of testing. In this paper we then specifically discuss the future researchand usage implications of our findings. As a conclusion, a draft for future research is presented.
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paper_title: TOWARDS THE UNIFICATION OF CRITICAL SUCCESS FACTORS FOR ERP IMPLEMENTATIONS

paper_content:

Despite the benefits that can be achieved from a successful ERP system implementation, there is already evidence of high failure risks in ERP implementation projects. Too often, project managers focus mainly on the technical and financial aspects of the implementation project, while neglecting or putting less effort on the nontechnical issues. Therefore, one of the major research issues in ERP systems today is the study of ERP implementation success. Some authors have shown that ERP implementation success definition and measurement depends on the points of view of the involved stakeholders. A typical approach used to define and measure ERP implementation success has been critical success factors approach. Along this line, in this research we seek to contribute to our understanding of the critical success factors of ERP implementations and how these factors can be put into practice to help the process of project management in ERP implementations. We attempt to build a consensus from previous research and to derive a unified model of critical success factors in ERP implementations. For this purpose we apply grounded theory as our main research method. We have collected all the relevant research material and we have coded it. To increase the validity and reliability of the study, the several information sources have been triangulated and inconsistencies have been clarified with additional documentation. This study provides the results of the open coding process from our application of the grounded theory method. After the coding step, we obtain an initial unified model of the critical success factors in ERP implementations. We then map these critical success factors in a matrix with four perspectives: organisational, technological, strategic and tactical.
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paper_title: ANALYSIS OF CRITICAL SUCCESS FACTORS RELEVANCE ALONG SAP IMPLEMENTATION PHASES

paper_content:

This paper seeks to analyze the relevance of critical success factors along SAP implementation phases. The ASAP implementation methodology is used as the SAP implementation reference model. Applying a process quality management method and the grounded theory method, we derive a matrix of critical success factors versus ASAP processes. Then, we evaluate the relevance of critical success factors along the five phases of ASAP, specifically of those ones related with organizational perspective. These findings will help managers to develop better strategies for supervising and controlling SAP implementation projects.
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paper_title: A critical success factors model for ERP implementation

paper_content:

An effective IT infrastructure can support a business vision and strategy; a poor, decentralized one can break a company. More and more companies are turning to off-the-shelf ERP (enterprise resource planning) solutions for IT planning and legacy systems management. The authors have developed a framework to help managers successfully plan and implement an ERP project
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paper_title: Challenges on a global implementation of ERP software

paper_content:

Enterprise resource planning (ERP) software packages, originally developed in one country addressing unique requirements of the businesses in that country, have matured significantly. In the new global economy this software is implemented in global corporations and used in multiple countries from one installation in a shared mode. Most of these corporations are implementing with out any customization or with minimal customization to avoid high maintenance costs and other reasons. Project managers of these implementations in a global environment face some unique uncertainties and challenges different from any custom software development and implementation projects which was part of the old economy. Some of the unique challenges are satisfying multiple countries' statutory requirements and reporting to the corporate headquarters from one installation of the software, conflicting interests between different business entities, lack of experienced implementators in all the countries, and efficient use of metanational advantages. We discuss different aspects of these challenges in detail and point out that ERP software can provide only one solution for a particular business process unless workarounds are available from experienced implementators. Different counties adopt different reporting and accounting practices and therefore an ERP implementation cannot solve all problems that a global corporation may have in multiple countries in the scope of the project due to the absence of standard global processes across the organization. We conclude that the most important critical success factor of these international implementations are how quickly these corporations can reengineer existing business process to adopt best practices of using an ERP system.
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paper_title: Agile Project Management Methods for ERP: How to Apply Agile Processes to Complex COTS Projects and Live to Tell about It

paper_content:

The selection, procurement, and deployment of an Enterprise Resource Planning (ERP) system is fraught with risk in exchange for significant business and financial rewards [26]. In many cases the packaged ERP product does not provide the entire solution for the business process. These gaps can be closed with third party products or by customizing existing products. Management of this customization, as well as the selection of the core ERP system has traditionally been addressed through high-ceremony, science-based, project management methods [13]. Well-publicized failures using this approach creates the need for new methods for managing ERP projects [11]. This compendium paper describes an alternative to the traditional high-ceremony IT projects management methods. Although many of the methods described are not new assembling them into a single location and focusing on a single issue provides the tools to make decisions in the presence of uncertainty, focus on the critical success factors, and address the managerial and human side of project management Agility allows the project management methods as well as the system to be adaptively tailored to the business needs.
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paper_title: The impact of critical success factors across the stages of enterprise resource planning implementations

paper_content:

The paper describes the impact of critical success factors (CSFs) across the stages of enterprise resource planning (ERP) implementations using the responses from 86 organizations that completed or are in the process of completing an ERP implementation. Our results provide advice to management on how best to utilize their limited resources to choose those CSFs that are most likely to have an impact upon the implementation of the ERP system.
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paper_title: Enterprise resource planning: A taxonomy of critical factors

paper_content:

Abstract This paper presents a novel taxonomy of the critical success factors in enterprise resource planning (ERP) implementation process. ERP benefits cannot be fully realised unless a strong alignment and reconciliation mechanism is established between technical and organisational imperatives based on the principles of process orientation. It is suggested in the taxonomy that measurement takes place in a balanced perspective, and for the purpose of providing useful information that can enable the decision making process and, which can help deliver the corporate objectives and therefore lead the business competitively forward. Upon this premise, the taxonomy is based on a comprehensive analysis of ERP literature combining research studies and organisational experiences. The taxonomy reflects the essential features of ERP systems, as being built based on the principles of business process management. Furthermore, it illustrates that ERP benefits are realised when a tight link is established between implementation approach and business process performance measures.
---
paper_title: Critical factors for successful implementation of enterprise systems

paper_content:

Enterprise resource planning (ERP) systems have emerged as the core of successful information management and the enterprise backbone of organizations. The difficulties of ERP implementations have been widely cited in the literature but research on the critical factors for initial and ongoing ERP implementation success is rare and fragmented. Through a comprehensive review of the literature, 11 factors were found to be critical to ERP implementation success – ERP teamwork and composition; change management program and culture; top management support; business plan and vision; business process reengineering with minimum customization; project management; monitoring and evaluation of performance; effective communication; software development, testing and troubleshooting; project champion; appropriate business and IT legacy systems. The classification of these factors into the respective phases (chartering, project, shakedown, onward and upward) in Markus and Tanis’ ERP life cycle model is presented and the importance of each factor is discussed.
---
paper_title: Challenges on a global implementation of ERP software

paper_content:

Enterprise resource planning (ERP) software packages, originally developed in one country addressing unique requirements of the businesses in that country, have matured significantly. In the new global economy this software is implemented in global corporations and used in multiple countries from one installation in a shared mode. Most of these corporations are implementing with out any customization or with minimal customization to avoid high maintenance costs and other reasons. Project managers of these implementations in a global environment face some unique uncertainties and challenges different from any custom software development and implementation projects which was part of the old economy. Some of the unique challenges are satisfying multiple countries' statutory requirements and reporting to the corporate headquarters from one installation of the software, conflicting interests between different business entities, lack of experienced implementators in all the countries, and efficient use of metanational advantages. We discuss different aspects of these challenges in detail and point out that ERP software can provide only one solution for a particular business process unless workarounds are available from experienced implementators. Different counties adopt different reporting and accounting practices and therefore an ERP implementation cannot solve all problems that a global corporation may have in multiple countries in the scope of the project due to the absence of standard global processes across the organization. We conclude that the most important critical success factor of these international implementations are how quickly these corporations can reengineer existing business process to adopt best practices of using an ERP system.
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paper_title: Enterprise resource planning: Implementation procedures and critical success factors

paper_content:

Abstract Enterprise resource planning (ERP) systems are highly complex information systems. The implementation of these systems is a difficult and high cost proposition that places tremendous demands on corporate time and resources. Many ERP implementations have been classified as failures because they did not achieve predetermined corporate goals. This article identifies success factors, software selection steps, and implementation procedures critical to a successful implementation. A case study of a largely successful ERP implementation is presented and discussed in terms of these key factors.
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paper_title: ERP implementation critical success factors-the role and impact of business process management

paper_content:

Variously called enterprises resource planning (ERP) systems, enterprise-wide systems, or enterprise business system, these comprehensive, package software solutions seek to integrate the complete range of a business's processes and functions in order to present a holistic view of the business from a single information and IT architecture. The critical success factors for ERP implementation include top management support, a clear business vision and issues specific to ERP such as ERP strategy and software configuration. However, some of the more important factors are the issue related to re-engineering business processes and the integration of various core processes to the ERP system.
---
paper_title: Challenges on a global implementation of ERP software

paper_content:

Enterprise resource planning (ERP) software packages, originally developed in one country addressing unique requirements of the businesses in that country, have matured significantly. In the new global economy this software is implemented in global corporations and used in multiple countries from one installation in a shared mode. Most of these corporations are implementing with out any customization or with minimal customization to avoid high maintenance costs and other reasons. Project managers of these implementations in a global environment face some unique uncertainties and challenges different from any custom software development and implementation projects which was part of the old economy. Some of the unique challenges are satisfying multiple countries' statutory requirements and reporting to the corporate headquarters from one installation of the software, conflicting interests between different business entities, lack of experienced implementators in all the countries, and efficient use of metanational advantages. We discuss different aspects of these challenges in detail and point out that ERP software can provide only one solution for a particular business process unless workarounds are available from experienced implementators. Different counties adopt different reporting and accounting practices and therefore an ERP implementation cannot solve all problems that a global corporation may have in multiple countries in the scope of the project due to the absence of standard global processes across the organization. We conclude that the most important critical success factor of these international implementations are how quickly these corporations can reengineer existing business process to adopt best practices of using an ERP system.
---
paper_title: ERP implementation critical success factors-the role and impact of business process management

paper_content:

Variously called enterprises resource planning (ERP) systems, enterprise-wide systems, or enterprise business system, these comprehensive, package software solutions seek to integrate the complete range of a business's processes and functions in order to present a holistic view of the business from a single information and IT architecture. The critical success factors for ERP implementation include top management support, a clear business vision and issues specific to ERP such as ERP strategy and software configuration. However, some of the more important factors are the issue related to re-engineering business processes and the integration of various core processes to the ERP system.
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paper_title: ORGANISATIONS AND VANILLA SOFTWARE: WHAT DO WE KNOW ABOUT ERP SYSTEMS AND COMPETITIVE ADVANTAGE?

paper_content:

Enterprise Resource Planning (ERP) systems have become a de facto standard for integrating business functions. But an obvious question arises: if every business is using the same socalled “Vanilla” software (e.g. an SAP ERP system) what happens to the competitive advantage from implementing IT systems? If we discard our custom-built legacy systems in favour of enterprise systems do we also jettison our valued competitive advantage from IT? While for some organisations ERPs have become just a necessity for conducting business, others want to exploit them to outperform their competitors. In the last few years, researchers have begun to study the link between ERP systems and competitive advantage. This link will be the focus of this paper. We outline a framework summarizing prior research and suggest two researchable questions. A future article will develop the framework with two empirical case studies from within part of the European food industry.
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paper_title: ERP’S BEST PRACTICES AND CHANGE: AN ORGANIZATIONAL MEMORY MISMATCH APPROACH

paper_content:

Enterprise Resource Planning (ERP) systems implementations undertaken all over the world have resulted and continue to result in significant organizational change. Organizations adopt ERP systems to benefit from the underpinning (allegedly) best practices, the suppliers’ or sometimes consultants’ “recipes” for conducting successful business. Such practices are said to lead to considerable improvements in the way the business performs, emphasizing the functioning and management of business processes. However, the implementation and use of best practices remains highly problematic! Here, we conceptualize ERP’s best practices in terms of organizational routines, which are considered to be “repositories” of organizational memory. Memory mismatches are at the core of our (metaphorical) lens to surface understandings of what goes wrong and how people negotiate solutions, both during the implementation and, more importantly, the in-use phases of ERP systems. Looking from an organizational memory mismatch perspective provides us with interesting insights into the challenges and opportunities for implementing and managing change in this context, giving an appealing structure for reasoning about ERP’s best practices. Illustrations from a case study of a Dutch SME are presented to enrich our account. The overall thrust of the paper is to identify a variety of concerns, intriguing questions and avenues for future research.
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paper_title: ERP implementation critical success factors-the role and impact of business process management

paper_content:

Variously called enterprises resource planning (ERP) systems, enterprise-wide systems, or enterprise business system, these comprehensive, package software solutions seek to integrate the complete range of a business's processes and functions in order to present a holistic view of the business from a single information and IT architecture. The critical success factors for ERP implementation include top management support, a clear business vision and issues specific to ERP such as ERP strategy and software configuration. However, some of the more important factors are the issue related to re-engineering business processes and the integration of various core processes to the ERP system.
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paper_title: A taxonomy of ERP implementation approaches

paper_content:

Enterprise resource planning (ERP) systems are enterprise wide systems which, because of their integration, automate all of a company's business processes. They have rapidly become the de facto industry standard for replacement of legacy systems. Because there is evidence that the overwhelming majority of ERP implementations exceed their budget and their time allocations, researchers have begun to analyse ERP implementation in case studies in order to provide an implementation framework which maximises efficiencies. We argue that the concept of an ERP implementation is not a generic concept, and we present a taxonomy of ERP implementation categories. The evidence for the taxonomy is drawn from previous studies and from a series of structured interviews with practitioners who are expert in ERP implementation. We further argue that understanding the differences between these categories is crucial if researchers are to do case study research of ERP implementation; otherwise, comparisons are being made between ERP implementation projects which are essentially incommensurate. Conclusions based on incommensurate cases are inherently invalid. The taxonomy of implementation categories is also presented as a tool for implementation managers to delineate the scope of an ERP implementation project prior to in depth specification of the project processes.
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paper_title: AN EXPLORATORY CASE STUDY ON PERFORMANCE ENHANCEMENT OF ERP PROJECTS 1

paper_content:

Business information system is an area of the greatest significance in any business enterprise today. Enterprise Resource Planning [ERP] projects are a growing segment of this vital area. These software systems are designed and installed by ERP vendors. Most current research on the subject concerns only managerial issues. This study is to probe the performance of ERP software in terms of the three crucial technical factors that determine the success or failure of a given ERP software. To probe these research issues, an exploratory case study was conducted with a survey and interview at a large organization with an ERP system. The statistical analysis of the collected data supports the three hypotheses of the study, leading to the conclusion that the crucial technical factors for ERP implementation are the same in literature and in the companies with successful ERP implementation. The future research study will involve other technical aspects of ERP implementation for enhancing its performance.
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paper_title: ERP implementation critical success factors-the role and impact of business process management

paper_content:

Variously called enterprises resource planning (ERP) systems, enterprise-wide systems, or enterprise business system, these comprehensive, package software solutions seek to integrate the complete range of a business's processes and functions in order to present a holistic view of the business from a single information and IT architecture. The critical success factors for ERP implementation include top management support, a clear business vision and issues specific to ERP such as ERP strategy and software configuration. However, some of the more important factors are the issue related to re-engineering business processes and the integration of various core processes to the ERP system.
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paper_title: Surprising facts about implementing ERP

paper_content:

An ERP environment emphasizes constant change and reassessment of organizational processes and strategic vendor alliances. Processes are standardized, but they aren't static. Unlike the legacy systems that inhibit making changes, regular ERP updates force change on already dynamic organizations. The real difficulty in implementing an ERP isn't because it's a new system or because it means making changes. The challenge is that it instills discipline into an undisciplined organization. And while it helps the organization as a whole respond to changes in market demands and customer needs, employees don't necessarily see this cultural change as an improvement.
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paper_title: Change management strategies for successful ERP implementation

paper_content:

The Array Processor of the present invention is comprised of a plurality of modular Elemental Processors, the modules being of a number of different functional types. These modules are associated so that the Elemental Processors are architecturally parallel to one another. The principal flow of data within the Array Processor, based on the simultaneous transfer of data words within the Elemental Processors, is thereby correspondingly parallel. The modules are also architecturally associated as functional planes that lie transverse to the Elemental Processors. Each functional plane is thereby comprised of an array of modules that are each otherwise associated with a separate Elemental Processor. Further, the modules of a given functional plane are of a single functional type. This allows the data of a two-dimensionally structured data set, present within the Array Processor, to be processed identically and in parallel by a common logical operation as provided and performed by a functional plane. The Array Processor is operatively connected to a Control Processor by an Array/Control Processor Interface. This interface allows the Control Processor to direct the operation of, and exchange data with, the Array Processor.
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paper_title: TOWARDS THE UNIFICATION OF CRITICAL SUCCESS FACTORS FOR ERP IMPLEMENTATIONS

paper_content:

Despite the benefits that can be achieved from a successful ERP system implementation, there is already evidence of high failure risks in ERP implementation projects. Too often, project managers focus mainly on the technical and financial aspects of the implementation project, while neglecting or putting less effort on the nontechnical issues. Therefore, one of the major research issues in ERP systems today is the study of ERP implementation success. Some authors have shown that ERP implementation success definition and measurement depends on the points of view of the involved stakeholders. A typical approach used to define and measure ERP implementation success has been critical success factors approach. Along this line, in this research we seek to contribute to our understanding of the critical success factors of ERP implementations and how these factors can be put into practice to help the process of project management in ERP implementations. We attempt to build a consensus from previous research and to derive a unified model of critical success factors in ERP implementations. For this purpose we apply grounded theory as our main research method. We have collected all the relevant research material and we have coded it. To increase the validity and reliability of the study, the several information sources have been triangulated and inconsistencies have been clarified with additional documentation. This study provides the results of the open coding process from our application of the grounded theory method. After the coding step, we obtain an initial unified model of the critical success factors in ERP implementations. We then map these critical success factors in a matrix with four perspectives: organisational, technological, strategic and tactical.
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paper_title: Implementation Partner Involvement and Knowledge Transfer in the Context of ERP Implementations

paper_content:

Enterprise Resource Planning (ERP) systems are difficult and costly to implement. Studies show that a large portion of the overall implementation cost can be attributed to consulting fees. Indeed, hardly any organization has the internal knowledge and skills to implement an ERP system successfully without external help. Therefore, it becomes crucial to use consultants effectively to improve the likelihood of success and simultaneously keep the overall costs low. In this article the authors draw from agency theory to generate a framework that explains how consultant involvement and knowledge of the implementing organization can impact the outcome of the project. Portions of the framework are illustrated by examples from a series of interviews involving 12 companies that had implemented an ERP. It is suggested that choosing the right consultants and using their skills and knowledge appropriately, as well as transferring and retaining essential knowledge within the organization, is essential to the overall s...
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paper_title: Enterprise resource planning: A taxonomy of critical factors

paper_content:

Abstract This paper presents a novel taxonomy of the critical success factors in enterprise resource planning (ERP) implementation process. ERP benefits cannot be fully realised unless a strong alignment and reconciliation mechanism is established between technical and organisational imperatives based on the principles of process orientation. It is suggested in the taxonomy that measurement takes place in a balanced perspective, and for the purpose of providing useful information that can enable the decision making process and, which can help deliver the corporate objectives and therefore lead the business competitively forward. Upon this premise, the taxonomy is based on a comprehensive analysis of ERP literature combining research studies and organisational experiences. The taxonomy reflects the essential features of ERP systems, as being built based on the principles of business process management. Furthermore, it illustrates that ERP benefits are realised when a tight link is established between implementation approach and business process performance measures.
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paper_title: Enterprise information systems project implementation: A case study of ERP in Rolls-Royce

paper_content:

Economic globalisation and internationalisation of operations are essential factors in integration of suppliers, partners and customers within and across national borders, the objective being to achieve integrated supply chains. In this effort, implementation of information technologies and systems such as enterprise resource planning (ERP) facilitate the desired level of integration. There are cases of successful and unsuccessful implementations. The principal reason for failure is often associated with poor management of the implementation process. This paper examines key dimensions of implementation of ERP system within a large manufacturing organisation and identifies core issues to confront in successful implementation of enterprise information system. A brief overview of the application of ERP system is also presented and in particular, ERP software package known as SAP R/3, which was the ERP software package selected by Rolls-Royce plc. The paper takes an in-depth look at the issues behind the process of ERP implementation via a case study methodology. It focuses on business and technical as well as cultural issues at the heart of the Rolls-Royce implementation. The case study also looks at the implementation time scales and assesses the benefits from the project both tangible and intangible.
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paper_title: A model of ERP project implementation

paper_content:

Problems with the implementation of ERP systems are well documented. Although companies spend millions on ERP packages and the implementation process, there is extensive evidence that they experience considerable problems, particularly during the actual implementation project. This paper presents a project phase model (PPM) of ERP implementation projects that is a synthesis of existing ERP implementation process models and focuses on the implementation project. Two case studies of ERP implementation within the same organization, one unsuccessful and a later successful one, are reported and analysed in order to determine which critical success factors (CSFs) are necessary within each phase of the PPM. The CSFs are drawn from an earlier stage of this research and from recent literature. The PPM is used as a 'lens' for understanding ERP implementation projects, by highlighting the differences between the two cases. We then offer an explanation for these differences, focusing particularly on the successful ca...
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paper_title: Differences in Critical Success Factors in ERP Systems Implementation in Australia and China: A Cultural Analysis

paper_content:

Enterprise Resource Planning (ERP) systems are integrated, enterprise-wide systems that provide automated support for standard business processes within organisations. They have been adopted by organisations throughout the world with varying degrees of success. Implementing ERP systems is a complex, lengthy and expensive process. In this paper we synthesise an ERP systems implementation process model and a set of critical success factors for ERP systems implementation. Two case studies of ERP systems implementation, one in Australia and one in China are reported. The case studies identify which critical success factors are important in which process model phases. Case study analysis then explains the differences between the Australian and Chinese cases using national cultural characteristics. Outcomes of the research are important for multinational organisations implementing ERP systems and for consulting companies assisting with ERP systems implementation in different countries.
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paper_title: Surprising facts about implementing ERP

paper_content:

An ERP environment emphasizes constant change and reassessment of organizational processes and strategic vendor alliances. Processes are standardized, but they aren't static. Unlike the legacy systems that inhibit making changes, regular ERP updates force change on already dynamic organizations. The real difficulty in implementing an ERP isn't because it's a new system or because it means making changes. The challenge is that it instills discipline into an undisciplined organization. And while it helps the organization as a whole respond to changes in market demands and customer needs, employees don't necessarily see this cultural change as an improvement.
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paper_title: Differences in Critical Success Factors in ERP Systems Implementation in Australia and China: A Cultural Analysis

paper_content:

Enterprise Resource Planning (ERP) systems are integrated, enterprise-wide systems that provide automated support for standard business processes within organisations. They have been adopted by organisations throughout the world with varying degrees of success. Implementing ERP systems is a complex, lengthy and expensive process. In this paper we synthesise an ERP systems implementation process model and a set of critical success factors for ERP systems implementation. Two case studies of ERP systems implementation, one in Australia and one in China are reported. The case studies identify which critical success factors are important in which process model phases. Case study analysis then explains the differences between the Australian and Chinese cases using national cultural characteristics. Outcomes of the research are important for multinational organisations implementing ERP systems and for consulting companies assisting with ERP systems implementation in different countries.
---
paper_title: Surprising facts about implementing ERP

paper_content:

An ERP environment emphasizes constant change and reassessment of organizational processes and strategic vendor alliances. Processes are standardized, but they aren't static. Unlike the legacy systems that inhibit making changes, regular ERP updates force change on already dynamic organizations. The real difficulty in implementing an ERP isn't because it's a new system or because it means making changes. The challenge is that it instills discipline into an undisciplined organization. And while it helps the organization as a whole respond to changes in market demands and customer needs, employees don't necessarily see this cultural change as an improvement.
---
paper_title: Surprising facts about implementing ERP

paper_content:

An ERP environment emphasizes constant change and reassessment of organizational processes and strategic vendor alliances. Processes are standardized, but they aren't static. Unlike the legacy systems that inhibit making changes, regular ERP updates force change on already dynamic organizations. The real difficulty in implementing an ERP isn't because it's a new system or because it means making changes. The challenge is that it instills discipline into an undisciplined organization. And while it helps the organization as a whole respond to changes in market demands and customer needs, employees don't necessarily see this cultural change as an improvement.
---
paper_title: Surprising facts about implementing ERP

paper_content:

An ERP environment emphasizes constant change and reassessment of organizational processes and strategic vendor alliances. Processes are standardized, but they aren't static. Unlike the legacy systems that inhibit making changes, regular ERP updates force change on already dynamic organizations. The real difficulty in implementing an ERP isn't because it's a new system or because it means making changes. The challenge is that it instills discipline into an undisciplined organization. And while it helps the organization as a whole respond to changes in market demands and customer needs, employees don't necessarily see this cultural change as an improvement.
---
paper_title: The impact of critical success factors across the stages of enterprise resource planning implementations

paper_content:

The paper describes the impact of critical success factors (CSFs) across the stages of enterprise resource planning (ERP) implementations using the responses from 86 organizations that completed or are in the process of completing an ERP implementation. Our results provide advice to management on how best to utilize their limited resources to choose those CSFs that are most likely to have an impact upon the implementation of the ERP system.
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paper_title: A model of ERP project implementation

paper_content:

Problems with the implementation of ERP systems are well documented. Although companies spend millions on ERP packages and the implementation process, there is extensive evidence that they experience considerable problems, particularly during the actual implementation project. This paper presents a project phase model (PPM) of ERP implementation projects that is a synthesis of existing ERP implementation process models and focuses on the implementation project. Two case studies of ERP implementation within the same organization, one unsuccessful and a later successful one, are reported and analysed in order to determine which critical success factors (CSFs) are necessary within each phase of the PPM. The CSFs are drawn from an earlier stage of this research and from recent literature. The PPM is used as a 'lens' for understanding ERP implementation projects, by highlighting the differences between the two cases. We then offer an explanation for these differences, focusing particularly on the successful ca...
---
paper_title: Differences in Critical Success Factors in ERP Systems Implementation in Australia and China: A Cultural Analysis

paper_content:

Enterprise Resource Planning (ERP) systems are integrated, enterprise-wide systems that provide automated support for standard business processes within organisations. They have been adopted by organisations throughout the world with varying degrees of success. Implementing ERP systems is a complex, lengthy and expensive process. In this paper we synthesise an ERP systems implementation process model and a set of critical success factors for ERP systems implementation. Two case studies of ERP systems implementation, one in Australia and one in China are reported. The case studies identify which critical success factors are important in which process model phases. Case study analysis then explains the differences between the Australian and Chinese cases using national cultural characteristics. Outcomes of the research are important for multinational organisations implementing ERP systems and for consulting companies assisting with ERP systems implementation in different countries.
---

Title: A Review of Critical Success Factors for ERP-Projects

Section 1: INTRODUCTION
Description 1: Provide an overview of ERP-systems, their benefits and challenges, and the significance of critical success factors (CSFs) for ERP projects.

Section 2: Research Approach
Description 2: Outline the primary purpose of the research, steps involved in identifying CSFs, defining project phases, and analyzing the occurrence and trends of CSFs in the literature.

Section 3: Methodology of Collection
Description 3: Describe the search terms used, the process of aggregating CSFs from various publications, and the creation of umbrella terms for CSFs.

Section 4: Explanation of CSF
Description 4: Explain the umbrella terms for CSFs identified in the literature and detail the specific factors grouped under each term.

Section 5: ERP IMPLEMENTATION PROJECT PHASES
Description 5: Present the different phases of ERP implementation projects, including planning, implementation, and post-implementation, and the relevance of CSFs in each phase.

Section 6: CSF / PROJECT PHASE
Description 6: Classify the CSFs based on ERP project phases and discuss their critical impact at various stages of the project.

Section 7: RESULTS OF LITERATURE REVIEW
Description 7: Summarize the findings of the literature review, including the ranking of CSFs based on their occurrence in publications and their impact on ERP project success.

Section 8: Explanation of the Results
Description 8: Provide a detailed explanation of the ranking of CSFs, their occurrence in various publications, and the importance of measurable versus non-measurable CSFs.

Section 9: CSF TRENDS FROM DIFFERENT ASPECTS
Description 9: Analyze the trends of CSFs over time and across different continents to understand the variation in their importance and impact on ERP projects.

Section 10: CONCLUSION
Description 10: Summarize the key findings, implications for ERP implementers, and suggestions for further research in the field of CSFs for ERP projects.