Abstract: This research examines what factors facilitate or inhibit the success of ERP projects and what actions can be taken to bring troubled ERP projects under control. It uses a case study methodology grounded in business process change theory to compare a successful ERP implementation with an unsuccessful one. Data was collected by conducting interviews at various levels of the subject organizations and by examining their archived records when available. The study proposes that a cautious, evolutionary, bureaucratic implementation process backed with careful change management.
Introduction: Given the large financial commitment that an ERP project requires and the potential benefits it can offer if successfully implemented, it is important to understand what is needed to ensure a successful ERP implementation. Thus, two research questions are central to this paper: (1) What factors facilitate or inhibit the success of ERP projects, and (2) what actions can be taken to bring troubled ERP projects under control? This paper attempts to answer these questions by examining the ERP implementation experiences of two companies – one unsuccessful and the other successful. Click here to read more on Implementation of ERP…
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