Big Data promises benefits for society as well as business. Do policy makers know how best to use this scale of data driven decisionmaking in an effective way for citizens? Citizen participation is portrayed in literature as a key component in policy decisionmaking. Yet, this decision-making process to date is often driven by other stakeholders such as scientific experts, academic institutions, national and international governing bodies, to name but a few. Furthermore, there is scant literature on the best way to create policy for new technology, taking into consideration the voice of the citizen. The prevailing question, therefore, is what extent does citizen participation in decision-making make a difference to shaping policy for technology? Our paper explores an experimental method for citizens to make a difference to European policy decision-making on the future of technology and the impact on society. Employing a case study of Irish citizens as part of the CIMULACT (Citizen and MultiActor Consultation on Horizon 2020) project this paper reports a new methodology for gathering citizens' perspectives on future decisionmaking policies on technology. The findings reveal key advantages and disadvantages to this methodology. This paper makes a number of contributions to both the academic and practitioner communities.
PurposeThe success rate of enterprise resource planning (ERP) implementations is not high in view of the sums invested by organisations in these applications. It has often been indicated that a combination of inadequate preparedness and inappropriate project management have been responsible for the low‐success rate of ERP implementations. The purpose of this paper is to present a case study of a successful ERP implementation.Design/methodology/approachIn this paper, the authors use a case study of a very successful roll out of an ERP application in the Irish subsidiary of a UK multinational to investigate the validity of one of the most commonly cited project management frameworks, the project management body of knowledge (PMBOK), to ERP projects. Discussing each category of the framework in turn, the case data to illustrate where the PMBOK framework is a good fit or needs refining for ERP projects is used.FindingsIt is found that, by and large, PMBOK, because it is a very broad framework, can shed light on most of the key aspects of an ERP project. However, the specificities of this type of project require a different emphasis on some of the factors, as discussed in the authors conclusions. The case analysis also raised some interesting insights into how companies evaluate the success of such highly complex change management initiatives.Research limitations/implicationsThis research work will need to be extended to cover other case studies of ERP implementation across other industries and organisational contexts; for example in less tightly regulated industries and smaller organisations.Practical implicationsThis discussion will be of great value to ERP project managers who are in the early stages of a project and need to understand and anticipate the areas which will require specific attention on their part, based on their knowledge of the specific circumstances within their organisational context.Originality/valueThis paper presents an investigation into the project management strategy adopted in the Pharma Inc. case and illustrates the mechanics of a successful ERP project implementation, categorised using the PMBOK framework.
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