This research paper explores critical challenges in Enterprise Resource Planning (ERP) implementation based on insights from an exploratory qualitative single case study in the Canadian Oil and Gas Industry. The study was conducted in a Canadian case organization using twenty interviews from members of four project role groups of senior leaders, project managers, project team members, and business users. The study further collected and reviewed project documents from the ERP implementation for triangulation. The research evoked a comprehensive list of sixty critical challenges and out of which, the top twelve challenges discussed in detail were drawn from the responses of participants from all four project role groups. The study findings indicated that critical challenges were significant during ERP implementation. This research is one of first case studies in the Canadian oil and gas industry that focuses on critical challenges in ERP implementation projects.

This exploratory qualitative single case study discusses the benefits and process improvements pertinent to enterprise resource and planning (ERP) projects. The study was conducted in a Canadian case organization in the oil and gas industry that includes twenty participants from four project role groups of senior leaders, project managers, project team members, and business users. The results of the study revealed twenty-two key benefits and four process improvements from which organizations can draw value while planning for ERP projects. The top six benefits include: standardization of common business processes, single integrated system, standardized reporting, improved key performance indicators (KPI), all countries in one system, and easy access to data. Knowing and maximizing these key benefits may prove beneficial for organizations, while planning for major investments in ERP systems.

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This qualitative exploratory case study explores strategies and mitigating actions for successful Enterprise Resource Planning (ERP) implementations. The research was conducted in a Canadian case organization in the oil and gas industry, using a semi-structured interview guide with a total of twenty interviews that includes members from four project role groups of senior leaders, project managers, project team members, and business users. For triangulation purposes, the study used interview responses and also ERP project documentation collected for the purpose. The research highlighted several strategies and mitigating actions that can be put in use by organizations. The key themes that emerged as effective strategies include having the right people for support and guidance from experts, change management, clear communications, hands-on training, lots of testing, and risk management. The study also provided evidence that adopting strategies can help overcome critical challenges during ERP implementations.

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