LOGIN TO YOUR ACCOUNT

Username
Password
Remember Me
Or use your Academic/Social account:

CREATE AN ACCOUNT

Or use your Academic/Social account:

Congratulations!

You have just completed your registration at OpenAire.

Before you can login to the site, you will need to activate your account. An e-mail will be sent to you with the proper instructions.

Important!

Please note that this site is currently undergoing Beta testing.
Any new content you create is not guaranteed to be present to the final version of the site upon release.

Thank you for your patience,
OpenAire Dev Team.

Close This Message

CREATE AN ACCOUNT

Name:
Username:
Password:
Verify Password:
E-mail:
Verify E-mail:
*All Fields Are Required.
Please Verify You Are Human:
fbtwitterlinkedinvimeoflicker grey 14rssslideshare1
Dey, Prasanta K.; Bennett, David; Clegg, Ben
Languages: English
Types: Part of book or chapter of book
Subjects:
Enterprise Resource Planning (ERP) projects are strategic and capital intensive, so failure may be costly and even cause bankruptcy of companies. Previous studies have proposed ways for improving implementation, but they are mostly generic and follow standardized project management practices as specified in various standards (e.g. the “project management body of knowledge” of the Project Management Institute). Because ERP is interdisciplinary (involving change management, project management and information technology management), it warrants a customized approach to managing risks throughout the life cycle of implementation and operation. Through a practical case study, this paper demonstrates a qualitative, user friendly approach to ERP project risk management. Firstly, through a literature review it identifies various risk factors in ERP implementation. Secondly, the risk management practices of a UK-based multinational consulting company in one of its clients are evaluated. The risk factors from the case study organization and literature are then compared and discussed.
  • The results below are discovered through our pilot algorithms. Let us know how we are doing!

    • Aladwani, A. M. (2001) Change management strategies for successful ERP implementation, Business Process Management Journal, 7 (3), pp. 266-275.
    • Al-Mashari, M., Al-Mudimigh, A., and Zairi, M. (2003) Enterprise resource planning: A taxonomy of critical factors, European Journal of Operational Research 146 (2), pp. 352-364.
    • Aloini, D., Dulmin, R. and Mininno, V. (2007), Risk management in ERP project introduction: Review of the literature, Information & Management, 44 (6), pp. 547-567.
    • Bailey, J. (1999) Trash haulers are taking fancy software to the dump, The Wall Street Journal, 9 June.
    • Bicknell, D. (1998) SAP to fight drug firm's $500M suit over R/3 collapse, Computer Weekly, 3 September.
    • Binder, M. and Clegg, B.T. (2007) Enterprise management: A new frontier for organizations, International Journal of Production Economics, 106 (2), pp. 409-430.
    • Boudette, N.E. (1999) Europe's SAP scrambles to stem big glitches, The Wall Street Journal, 4 November.
    • Chen, I.J. (2001) Planning for ERP systems: Analysis and future trend, Business Process Management Journal, 7 (5), pp. 374-86.
    • Clegg, B.T. (2008) The growing importance of inter-company collaboration (Editorial), Journal of Manufacturing Technology Management, 19 (3), pp. 297-298.
    • Davenport, T.H. (1998) Putting the enterprise into the enterprise system, Harvard Business Review 16 (4), pp. 121-131.
    • Huang, S. M., Chang, I. C., Li, S. H. and Lin, M. T. (2004), Assessing risk in ERP project: identify and prioritize factors, Industrial Management and Data Systems 104 (8), pp. 681-688.
    • Kumar, K. and Hillegersberg, V. (2000) ERP experiences and evolution, Communications of the ACM, 43 (4), pp. 22-26.
    • Lee, J.W. and Kim, S.H, (2001), An integrated approach for interdependent information system project selection, International Journal of Project Management, 19 (2) pp. 111-118.
    • Mabert, V. A., Soni, A. and Venkataraman, M. A. (2003), The impact of organisation size on ERP implementations in the US manufacturing sector, OMEGA, 31 (3), pp. 235-246.
    • Mandal, P. and Gunasekaran, A. (2003), Issues in implementing ERP: A case study, European Journal of Operational Research, 146 (2), pp. 274-283.
    • Project Management Institute (2004), A Guide to the Project Management Body of Knowledge (3rd Edn), Project Management Institute, Newtown Square, PA.
    • Ptak, C.A. and Schragenbeim, E. (1999), ERP: Tools, Techniques, and Applications for Integrating the Supply Chain, CRC Press-St Lucie Press, Boca Raton, FL.
    • Soh, C., Kien, S.S., and Tay-Yap, J. (2000), Cultural fits and misfits: Is ERP a universal solution? Communications of the ACM, 43 (4), 47-51.
    • Teltumbde, A. (2000), A framework of evaluating ERP projects, International Journal of Production Research, 38 (17), pp. 4507-4520.
    • Trunick, P.A. (1999) ERP: promise or pipe dream?, Transportation & Distribution, 40 (1), 23-26.
    • Umble, E. J., Haft, R. R., and Umble, M. (2003) Enterprise resource planning: Implementation procedures and critical success factors, European Journal of Operational Research, 146 (2), pp. 241-257.
    • Wei, C. C. and Wang, M. J. (2004), A comprehensive framework for selecting an ERP system, International Journal of Project Management, 22 (2), pp 161-169.
    • Wei, C. C., Chien, C. F., and Wang, M. J. (2005), An AHP-based approach to ERP system selection, International Journal of Production Economics, 96 (1), pp. 47-62.
  • No related research data.
  • No similar publications.

Share - Bookmark

Cite this article