Critical success factors in enterprise wide information management systems projects

Sumner, Mary

doi:10.1145/299513.299722

Cited by 238 publications

(195 citation statements)

References 2 publications

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“…Over the past two years, a considerable amount of research has been conducted into critical success factors, or CSFs, for ERP implementations (e.g. Holland and Light 1999, Sumner 1999, Willcocks and Sykes 2000 and IT implementations in general (Reel 1999, Marble 2000. Such factors typically include top management support, sound planning, end user training.…”

mentioning

confidence: 99%

Vicious and virtuous cycles in ERP implementation: a case study of interrelations between critical success factors

Akkermans

Helden²

2002

Eur J Inf Syst

162

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ERP Implementations are complex undertakings. Recent research has provided us with plausible critical success factors (CSFs) for such implementations. This article describes how one list of CSFs (Nelson and Somers 2001) was used to analyse and explain project perfonnance in one ERP implementation in the aviation industry. In this particular case, poor project performance led to a serious project crisis but this situation was tumed around into a success. The list of CSFs employed was found to be helpful and appropriate in explaining both the initial failure and the eventual success of the implementation. CSFs in this case appeared to be highly correlated, i.e. changes in anyone of them would influence most of the others as well. The reversal in perfonnance after the project crisis was caused by substantial changes in attitudes with most of the stakeholders involved, stich as top management, prqject management, project champion and software vendor.

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mentioning

confidence: 99%

Vicious and virtuous cycles in ERP implementation: a case study of interrelations between critical success factors

Akkermans

Helden²

2002

Eur J Inf Syst

162

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“…While most existing ES literature have focused on the types of knowledge, methodologies and critical success factors required for the implementation of ES software (Bancroft 1996, Clemons 1999, Kirchmer 1999, Mahrer 1999, Scott 1999, Slooten, Yap 1999, Sumner 1999, it is noticed that they have not taken aspects of knowledge management into account. Knowledge resources can be better managed by having the transparency about what knowledge is required at which point in time during the implementation phase and where the knowledge resides.…”

Section: The Need To Manage Knowledge Resourcesmentioning

confidence: 99%

“…In order to develop with a list of the required areas of knowledge for the ES management, an intensive literature review was conducted. This review included case studies and papers discussing the critical success factors for the ES implementation (Bancroft 1996, Clemons 1999, Davenport 1996, Gable et al 1997, Gable 1998, Gable et al 1998, Gable, Stewart 1999, Mahrer 1999, Scott 1999, Slooten, Yap 1999, Sumner 1999. The areas of knowledge that are mentioned are similar and the repetitions of the need for this knowledge from the case studies emphasize the need for knowledge to be made explicit.…”

Section: Types Of Knowledge Required For the Management Of Enterprisementioning

confidence: 99%

Managing knowledge in enterprise systems

Chan

Rosemann

2001

Journal of Systems and Information Technology

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Enterprise Systems are comprehensive and complex applications that form the core business operating system for many companies worldwide and throughout most industries. The selection, implementation, use and continuous change of Enterprise Systems (ES) (e.g. mySAP.com) require a great amount of knowledge and experience. Due to the lack of in-house ES knowledge and the high costs of engaging experienced implementation consultants, organizations realize the need to better leverage their knowledge resources. Managing this knowledge is increasingly important with the second wave of ES projects focusing E-Business applications like Customer Relationship Management (CRM) and Supply Chain Management (SCM). These new applications embrace an open-integration strategy that will incorporate and support other vendors' applications as part of its Internet-based enterprise computing platform. This paper proposes a framework for managing knowledge in Enterprise Systems. The framework draws its strength from meta-case studies and comprehensive literature analyses, which is consolidated into a three-dimensional framework. The preliminary results show that the importance of value-adding activities and innovation are elemental to knowledge management in the aspect of ES. THE SIGNIFICANCE OF ENTERPRISE SYSTEMSEnterprise Systems (ES) (synonyms are Enterprise Resource Planning (ERP), Enterprise-wide Systems and Enterprise Application Systems) can be defined as customizable, standard application software which includes integrated business solutions for the core processes (e.g. production planning and control, warehouse management) and the main administrative functions (e. g. accounting, human resource management) of an enterprise (Rosemann 1999). In order to configure and use ES efficiently, components like implementation tools (procedural models, reference information models, customizing guidelines, project management software), workflow functionality, tools for the development of add-on modules and system administration, and office suites are usually embedded.

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“…This information is especially needed since during implementation, there need to be a mapping and alignment of business process with features of ERP systems which need proper understanding of ERP systems. Therefore training is among the most critical success factor identified by researchers and is a major phase in implementation procedure of ERP systems (Kale & Kale, 2000) (Sumner, 1999). Despite the critical role of ERP training, there are limited Motahar, Mukhtar, Safie, Ma'arif & Mostafavi 2018, Vol 22…”

Section: Introductionmentioning

confidence: 99%

Towards a product independent ERP training model: An Insight from a literature review

Motahar

Mukhtar

Safie

et al. 2018

AJIS

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ERP can be called as one of the most significant contributions of computer science and particularly information systems for the business environment which can support all complicated business process of an organisation including sale, purchase, warehouse and manufacturing into a single database. For such complex system like ERP, implementation involves much collaboration which raises the concern of the success of the project. Among most significant success and failure factors of ERP implementation cited in the literature are training and consultation. For many years the majority of ERP vendors promote their product specific training models as long-term and expensive allowing the organisation to gain knowledge of the ERP system and the way it handles the business process. However, recent studies showed that ERP training can be conducted in the short term and with minimum investment and yet to be effective. Findings triggered a signal and opened a new door for research to investigate vendor-independent training models that require limited investment in training and consultancy. This paper aims to provide an overview of the literature; highlighting the research methods and theories used by authors towards building ERP training models and methods.

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Critical success factors in enterprise wide information management systems projects

Cited by 238 publications

References 2 publications

Vicious and virtuous cycles in ERP implementation: a case study of interrelations between critical success factors

Vicious and virtuous cycles in ERP implementation: a case study of interrelations between critical success factors

Managing knowledge in enterprise systems

Towards a product independent ERP training model: An Insight from a literature review

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