Evaluating ERP Implementation Choices Using AHP

Parthasarathy, S.; Anbazhagan, N.

doi:10.4018/jeis.2007070104

Cited by 38 publications

(33 citation statements)

References 27 publications

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“…In theory, the firm could not even count on an ingenious application of the technology to distinguish itself because even its use is standardised and incorporated into the infrastructure: by adopting an ERP system with the ''best practices'' that are embedded in it, the firm is seen to equal the leading enterprises in its sector or industry. Moreover, customisation of ERP appears to be very risky [87], and requires very special capabilities [72]. As customisation is also very time-consuming and costly, and deprives the firm of upgrades to the standard product, it is not surprising that many propose a ''vanilla'' approach to ERP implementation [86].…”

Section: Generic Versus Installed Erp Systemmentioning

confidence: 99%

Impact of an ERP system’s capabilities upon the realisation of its business value: a resource-based perspective

Uwizeyemungu

Raymond

2012

Inf Technol Manag

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Using the resource-based view as a frame of reference, this study seeks to explore the potential link between the essential characteristics of an ERP system, defined as ERP capabilities, and its contribution to organisational performance. This contribution is conceptualised and measured through the value added by automational, informational and transformational effects of ERP capabilities upon the firm's operational and managerial processes. Empirical data were obtained for the study's purpose from three case studies of manufacturing firms, through 25 in-depth interviews of various managers, including the firm's CIO. In addition to proposing an instrument to characterise an ERP system ''as installed'' in terms of three capabilities (ERP integration, ERP flexibility, ERP transversality), the study confirms that these capabilities are crucial in determining the contribution of an ERP system to organisational performance. The study also highlights different ERP effects on organisational processes and their relative importance in providing business value. While exploratory in nature, this study derives interesting implications from the data analysis in the form of propositions that may serve as research hypotheses in future studies.

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Section: Generic Versus Installed Erp Systemmentioning

confidence: 99%

Impact of an ERP system’s capabilities upon the realisation of its business value: a resource-based perspective

Uwizeyemungu

Raymond

2012

Inf Technol Manag

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“…The successful implementation of an ERP depends on the match between ERP functionality and support to organizational processes [30], [36]. In the case of localization it is necessary to bring these new features to the specific country or location.…”

Section: Proposed Frameworkmentioning

confidence: 99%

ERP OS localization framework

Batista

Costa

Aparício

2013

Proceedings of the Workshop on Open Source and Design of Communication

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Business applications internationalization is relevant because of the necessity of promoting communication between organizations from different contexts. ERP systems are no exception. Only considering internationalization´s applications, software can fit and localized into a particular country or region. This paper presents an ERP Open Source (OS) localization framework, identifying which are the components, which must be located. The translation and customization are the main tasks in this process.

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“…ERP systems are not 'built' in the sense that a master architect envisions the parts and their relationships; rather they evolve into existence and change through their life cycles as new shared pieces of functionality are built, existing intra-organizational systems connect to become shared, and shared parts of the system are disintegrated as soon as needs of sharing business processes and data disappear. • Configuration: This perspective is concerned with ERP configuration-specific challenges [6,[13][14][15]17,18,22,23]. Configurations create system capabilities far beyond the sum of the ERP components' individual capabilities, which allows the resulting system to qualitatively acquire new properties as a result of its configurations.…”

Section: Introductionmentioning

confidence: 99%

Balancing uncertainty of context in ERP project estimation: an approach and a case study

Daneva

2010

J. Softw. Maint. Evol.: Res. Pract.

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The increasing demand for Enterprise Resource Planning (ERP) solutions as well as the high rates of troubled ERP implementations and outright cancellations calls for developing effort estimation practices to systematically deal with uncertainties in ERP projects. This paper describes an approach-and a case study-to balancing uncertainties of context in the very early project stages, when an ERP adopter initiates a request-for-proposal process and when alternative bids are to be compared for the purpose of choosing an implementation partner. The proposed empirical approach leverages the complementary application of three techniques, an algorithmic estimation model, Monte Carlo simulation, and portfolio management. Our case study findings show how the ability of our approach to model uncertainty allows practitioners to address the challenging question of how to adjust project context factors so that chances of project success are increased. We also include a discussion on the implications of our approach for practice as well as on the possible validity threats and what the practitioner could do to counterpart them.M. DANEVA a business. They are the vehicles modern organizations use to achieve true business connectivity, a state in which everyone knows what everyone else is doing in the business all over the world at the same time. Analyst firms, such as AMR Research [1], Forester [2], Gartner [3], indicate that the demand for inter-organizational ERP solutions and the investments in ERP assets are continuously growing which, in turn, suggests that ERP represents one of the significant software (and software consulting) markets. We observe that ERP implementation has spawned an independent industry with firms providing consulting services exclusively and generating total revenue of billions of dollars. However, because of their relatively short history of existence, the business practices of requesting proposals for ERP implementation services, of bid preparation, and of pricing are not well understood. ERP adopters find themselves, increasingly more often than ever, caught in a situation in which they need to get initial estimates quickly, mostly based on uncertain assumptions, to compare bidding information from competing implementation service providers, and to initiate negotiations with them. For ERP adopters to be adequately prepared for this endeavor, they need to acquire knowledge (i) on how each consulting firm arrived at the bidding price and (ii) on how realistic the effort estimation figures, which one sees on the bidding document, are. However, at that early stage of requirements engineering (RE), more often than not, uncertainties of context interfere greatly with adopter's ability to assess to what extent the price they receive from the bidding document matches their organizational realities. Today, it is well known that a typical ERP project includes diverse configurations, each of which matches the needs of a unique stakeholder group, which, in turn, implies the presence of cost drivers unique to eac...

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Evaluating ERP Implementation Choices Using AHP

Cited by 38 publications

References 27 publications

Impact of an ERP system’s capabilities upon the realisation of its business value: a resource-based perspective

Impact of an ERP system’s capabilities upon the realisation of its business value: a resource-based perspective

ERP OS localization framework

Balancing uncertainty of context in ERP project estimation: an approach and a case study

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