An Exploratory Study on the Critical Success Factors in the Implementation of Enterprise Resource Planning Systems in Venezuela

Colmenares, Leopoldo

doi:10.4301/s1807-17752005000200005

Cited by 13 publications

(12 citation statements)

References 31 publications

(10 reference statements)

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“…Studies on ERP implementation projects varied in their orientation. The normative stream of research is partly dedicated to identify the "critical success factors" required to achieve a successful ERP implementation and reap its benefits (Al-Mashari, Al-Mudimigh and Zairi, 2003;Al-Mudimigh, Zairi and Al-Mashari, 2001;Brown and Vessey, 1999;Colmenares and Leopolodo, 2004;Holland, Light and Gibson, 1999;Hong and Kim, 2002;Parr, Shanks and Darke, 1999;Ross and Vitale, 2000;Scott and Vessey, 2000;Skok and Legge, 2001;Umble, Haft and Umble, 2003). Other studies within the normative stream, focus on identifying the consecutive stages or "life cycle" that an ERP implementation project should follow within the buyer organization (Brehm and Markus, 2000;Lee and Lee, 2000;Markus and Tanis, 2000;Parr and Shanks, 2000;Ross, 1999).…”

Section: Packaged Software Project Managementmentioning

confidence: 99%

Rethinking IS project boundaries in practice: A multiple-projects perspective

Elbanna

2010

The Journal of Strategic Information Systems

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Information Systems research and prescriptive IS project management methodologies are dominated by a perspective on single projects that treats the unit of analysis as a lonely phenomenon with strictly defined boundaries. This study questions this assumption by exploring how the taken for granted project's boundaries are defined in practice. It investigates a case study of an ERP implementation project in an international organization. The findings show the busy multiple-projects platform of contemporary organizations that ERP project cannot be isolated from. They also reveal that project management boundaries are continually crossed and that project's boundaries in practice are malleable and changeable. They are defined through negotiations with other projects and programs where what is inside or outside a project is subject to change according to the outcomes of such negotiations. A flatter view of project organizing could facilitate such an interaction. The implications for IS project management research and practice are discussed.

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Section: Packaged Software Project Managementmentioning

confidence: 99%

Rethinking IS project boundaries in practice: A multiple-projects perspective

Elbanna

2010

The Journal of Strategic Information Systems

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“…• Caruso and Marchiori (2003) discuss the introduction of Information and Communication Technologies (like ERP) into SME and how, in this context, it is possible to manage the change process needed to really get the potential benefits of these technologies. • Colmenares (2004) studies the critical success factors affecting ERP implementations in Venezuela.…”

Section: Implementation Approachesmentioning

confidence: 99%

An Updated ERP Systems Annotated Bibliography: 2001-2005

Esteves¹,

Bohorquez²

2007

CAIS

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The goal of this study is to provide an updated annotated bibliography of ERP publications published in the main IS conferences and journals during the period 2001-2005, categorizing them through an ERP lifecycle based framework that is structured in phases. The first version of this bibliography was published in 2001 (Esteves and Pastor, 2001c). However, so far, we have extended the bibliography with a significant number of new publications in all the categories used in this paper. We also reviewed the categories and some incongruities were eliminated. Furthermore, we present topics for further research in each phase.

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“…• Colmenares (2004) studies the critical success factors affecting ERP implementations in Venezuela.…”

Section: Implementation Success/failurementioning

confidence: 99%