Critical Factors for Implementation Success of ERP Systems

Abstract

Research on enterprise resource planning (ERP) systems implementation has drawn much attention, in the last decade. Identifying and testing the critical factors that affect implementation success for this type of systems is one of the important streams of research in this field. Based on data gathered from a sample of 70 respondents, actively involved in their companies' ERP implementation process, this study aims to extend this stream of research with another framework of success factors based on a developing country setting, namely Bahrain. The influences of some selected critical factors were examined on two success dimensions: project success and business metrics success. Results support previous research findings in this area concerning the impact of factors such as project planning, organizational resistance, and ease of use on ERP project success metrics. Also, the study results show that project planning, business process reengineering, and organizational fit have significant influence on business success metrics. However, no significant impact was found for some classical success factors such as top-management support, technical fit, training, competitive pressure, and strategic fit on both project and business success. The article ends with implications for these findings and possible extensions for the study.

Critical Success Factors for Implementing an ERP System within University Context: Concepts and Literature Review

“…In addition, these studies have pointed out that there is no sure method of achieving success in implementing ERP systems; many ERP implementation projects fail or go over time and over budget. It is noteworthy that several previous studies have focused on the implementation of ERP systems in the business sector [5,15,16,17,18,19,20,21,22,23,24], but there is lack of studies on implementation in the HEI sector around the world [25,26,27,28,29]. Moreover, these studies have argued that the university community needs research attention to achieve more relevant knowledge regarding ERP implementation [26].…”

Fatores-chave do processo de maturidade nas empresas caribenhas de língua inglesa

“…In an effort to overcome the trend of unused or underutilized systems, it is important that IS project managers and operations managers be knowledgeable about the determinants of process maturity. Such knowledge can positively impact the outcome of IS projects Kamhawi, 2007) and business performance. The study provides a foundation for maturity determination and process improvement plans for maturity advancement as a precursor to the delivery of higher quality software products.…”

“…Based on the above stated constraints, norms, and culture, it is reasonable to expect different results in process maturity and IS quality studies in developing countries in contrast to similar studies in developed countries (Kamhawi, 2007). This expectation is supported by the discovery in a study conducted in the English-speaking Caribbean (ESC) which found that a large majority of software development firms in the region are not aware of software process improvement (SPI) and its benefits, nor are they using or intend to use any form of SPI programs in the near future (Chevers & Duggan, 2010).…”

“…In an effort to improve the quality of the delivered software and reduce the failure rate of IS projects, it is important that software developers and IS practitioners have a good understanding of the key determinants of process maturity (Kamhawi, 2007). Process maturity is an indication of how close an evolving process is near to completion, and is capable of continuous improvement through performance measures and feedback (Srinivasan & Murthy, 2010).…”

Software Projects Success by Objectives

“…It also improves IS outcome and creates better utilization for project resources (Dalcher, 2014;Bhoola, 2015). In literature there is two main streams of project success; one of them handles the determinants of success and failure such as critical success factors (Ika, 2009;Mishra, et al, 2011;Law and Ngai, 2007;Kamhawi, 2007;Nelson, 2007;Bhoola, 2015), while the other, works on project success measures (Ika, 2009;Thomas & Fernandez, 2008). The author chooses to dig in the second stream due to its importance in setting the stage for the first stream (determinants of success), as it is a perquisite for identifying the success and failure factors.…”