The impact of critical success factors across the stages of enterprise resource planning implementations

Somers, Toni M.; Nelson, Klara

doi:10.1109/hicss.2001.927129

Cited by 494 publications

(640 citation statements)

References 23 publications

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“…§ True ambiguity -no specified range of outcomes. The higher the degree of uncertainty the more effectively agile methods can replace high-ceremony methods [10,70]. In the presence of, the difficulty of planning does not remove the need for planning -it simply changes its purpose:…”

Section: Plans Are Unimportant; Planning Is Essential -D D Eisenhowermentioning

confidence: 99%

“…Some answers can be found in utility theory and multi-objective decision-making [42]. Even in the absence of the answers to these questions, agile methods can be valuable in the management of ERP systems deployment, since asking the questions focuses the attention of all participants on the uncertainty and irreversibility of the decision process [70].…”

Section: Much Of the Agile Literature Discusses Value Creation Severmentioning

confidence: 99%

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Agile Project Management Methods for ERP: How to Apply Agile Processes to Complex COTS Projects and Live to Tell about It

Alleman¹

2002

Extreme Programming and Agile Methods — XP/Agile Universe 2002

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Abstract: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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Section: Plans Are Unimportant; Planning Is Essential -D D Eisenhowermentioning

confidence: 99%

Section: Much Of the Agile Literature Discusses Value Creation Severmentioning

confidence: 99%

Agile Project Management Methods for ERP: How to Apply Agile Processes to Complex COTS Projects and Live to Tell about It

Alleman¹

2002

Extreme Programming and Agile Methods — XP/Agile Universe 2002

View full text Add to dashboard Cite

show abstract

“…Instead, most applications are constructed by adapting existing software to new organizational contexts [32]. In fact, over 60 % of the U.S. Fortune 1000 utilize third-party standard software provided by few major ERP vendors [33]. As a consequence, enterprise software to be introduced is most likely already running in different production environments and associated standard transactions are consistently being executed.…”

Section: Capacity Management For Enterprise Standard Softwarementioning

confidence: 99%

“…In the field of EAs, standard software is intensively utilized [32], [33]. However, every standard software needs to be adapted to fit the individual organizational and operational structure of its target environment.…”

Section: Standardization Degree Of Enterprise Applicationsmentioning

confidence: 99%

“…However, we argue that, due to the intensive use of standard software in the field of enterprise applications [32], [33], there is actually something running to measure, even though it is likely not operated within the enterprise that applies capacity management. If widespread and wellestablished standard software is utilized, there is a high likelihood that components of the system whose capacity is being managed, are already in production in various environments.…”

Section: Introductionmentioning

confidence: 99%

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Capacity Management as a Service for Enterprise Standard Software

Müller

Bosse

Turowski

2018

J. Complex Syst. Inform. Model. Q.

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Abstract. Capacity management approaches optimize component utilization from a strong technical perspective. In fact, the quality of involved services is considered implicitly by linking it to resource capacity values. This practice hinders to evaluate design alternatives with respect to given service levels that are expressed in user-centric metrics such as the mean response time for a business transaction. We argue that utilized historical workload traces often contain a variety of performance-related information that allows for the integration of performance prediction techniques through machine learning. Since enterprise applications excessively make use of standard software that is shipped by large software vendors to a wide range of customers, standardized prediction models can be trained and provisioned as part of a capacity management service which we propose in this article. Therefore, we integrate knowledge discovery activities into well-known capacity planning steps, which we adapt to the special characteristics of enterprise applications. Using a realworld example, we demonstrate how prediction models that were trained on a large scale of monitoring data enable cost-efficient measurement-based prediction techniques to be used in early design and redesign phases of planned or running applications. Finally, based on the trained model, we demonstrate how to simulate and analyze future workload scenarios. Using a Pareto approach, we were able to identify cost-effective design alternatives for an enterprise application whose capacity is being managed.

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Modeling privacy issues in distributed enterprise resource planning systems

Misra

Singh

Jha

et al. 2014

Int J Communication

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With extensive usage and dependence on communication networks, 'privacy' issues in enterprise distributed systems have become fundamentally important. Privacy concerns have flooded the market especially in the public domain, and with the changing environment of software usage and involvement of malicious substances associated with any network, it becomes essential to safeguard and ascertain privacy among users and incorporate the same safeguard to protect privacy in software as well. The methodologies and tools architecting distributed enterprise resource planning (ERP) systems are primarily new and are vulnerable to malicious attacks. This paper aims at identifying some of critical privacy issues by collecting data from ERP practitioners. This work models variables associated with ERP with the variables of privacy to establish a robust adoption of ERP practices. Privacy issues concerning ERP are listed. Several variables associated with the development, implementation, and control of ERP are identified in the existing literature. A questionnaire instrument was distributed among a set of ERP practitioners. The response data collected thereby were analyzed statistically. Based upon the statistical analysis, an attempt has been made in the paper to make a ranking of the privacy factors. The observations are discussed in detail, and some specific conclusions have been made.

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The impact of critical success factors across the stages of enterprise resource planning implementations

Cited by 494 publications

References 23 publications

Agile Project Management Methods for ERP: How to Apply Agile Processes to Complex COTS Projects and Live to Tell about It

Agile Project Management Methods for ERP: How to Apply Agile Processes to Complex COTS Projects and Live to Tell about It

Capacity Management as a Service for Enterprise Standard Software

Modeling privacy issues in distributed enterprise resource planning systems

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