Risk management in ERP project introduction: Review of the literature

Aloini, Davide; Dulmin, Riccardo; Mininno, Valeria

doi:10.1016/j.im.2007.05.004

Cited by 303 publications

(275 citation statements)

References 106 publications

(72 reference statements)

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“…However, they did not indicate whether all the factors were needed, or if all the factors needed to be used with the same level of effort. More recently, Aloini et al (2007), emphasizing the importance of organisations focusing on ways to make their ERP implementation successful, looked at different approaches taken in the literature and compared them from a risk management point of view to highlight the key risk of failure factors and their potential impact on ERP projects success. Grabski and Leech (2007) extended the research on control theory (e.g., Ouchi, 1979;Eisenhardt, 1985Eisenhardt, , 1989Kirsch, 1996Kirsch, , 1997Kirsch et al, 2002) through the use of the economic theory of complementarities (see Milgrom and Roberts, 1990, 1994, 1995.…”

Section: Erp Success Factorsmentioning

confidence: 99%

“…From this work, the complexities associated with successful ERP implementations can be seen and missing processes can be identified in what appear on the surface to be well-executed implementations which have failed. Aloini et al (2007) carried out a meta analysis of published research in 1999 and concluded that there are four broad categories of ERP system failure:…”

Section: Erp Success Factorsmentioning

confidence: 99%

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ERP implementations and their impact upon management accountants

Sangster

Leech

Grabski

2009

JISTEM

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This paper considers the impact of ERP implementations upon the role of management accountants, upon management accounting in general, and upon business processes. It does so in the context of the perceived success of the ERP implementation. A postal questionnaire was circulated to almost 700 management accountants working in large UK-based organisations. It finds that under successful ERP implementations, management accountants have time for other, less mundane activities and their role becomes more enriching. In contrast, when the implementation is unsuccessful, the role of the management accountant increases: the ERP system deficiencies require increased activity on their part without any noticeable reduction in the tasks they traditionally perform.

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Section: Erp Success Factorsmentioning

confidence: 99%

Section: Erp Success Factorsmentioning

confidence: 99%

ERP implementations and their impact upon management accountants

Sangster

Leech

Grabski

2009

JISTEM

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“…In order to illustrate ERP Life Cycle, Aloini et al, (2007) (2000) also paid attention to the dimension of personnel. Shared Domain Knowledge between business and IT executives was considered to be the only one factor that will affect the long-term alignment.…”

Section: Five Criteriamentioning

confidence: 99%

Reinventing ERP Life Cycle Model: From Go-Live To WithdrawalTingting

Huang¹,

Yasuda²

2016

JERPS

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The aims of this research are to clear the definition of ERP life cycle and to propose a conceptual ERP life cycle model through a new approach. This research adopts literature survey and theoretical inference as major methodology. We conclude that most of researches about ERP life cycle have an inaccurate understanding and misuse of this term. The findings of this research will shift people's focus from traditional ERP life cycle to the real ERP life cycle-the post-implementation phase, since the ERP implementation is getting easier as well as entrance of new types of ERP. The conceptual model of ERP life cycle consists of the Diffusion stage, the Utilization stage, the Enhancement stage, and the Decline stage. Besides analyzing related previous researches, we also introduce two major dimensions (Organization and System) consisting of five criteria (Governance, Participation, Skills, Cost Efficiency, and Scope & Architecture) to construct a strict conceptual model. It will be the basis of the researches on ERP post-adoption and be valued to both academic and practical world. In order to verify and revise the conceptual model of ERP Life Cycle, we will keep focusing and analyzing every stage of the ERP Life Cycle model in the future works, especially, the final stage which has no data and needs to be paid more attentions to.

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“…They highlight several ERP risks such as inappropriate consulting services experiences, inadequate BPR, unsuitable ERP selection and low top management commitment. Aloini et al (2007) produced the top 10 most frequent risk factors based on a literature review. The authors point out that top five risk factors are inadequate ERP selection, ineffective strategic thinking and planning, ineffective project management techniques, bad managerial conduct and inadequate change management.…”

Section: Erp Implementation Risksmentioning

confidence: 99%

“…PMI 2008, AS/NZS ISO 31000 2009) to manage ERP implementation risks (Aloini et al 2007). Aloini et al (2007) report a risk diagnosing methodology, which consists of context analysis, risk identification, risk analysis, risk evaluation, risk treatment, monitoring and review, and communication and consulting. They also suggest that risk management strategy consists of two approaches -the first aims at reducing risky circumstances, whilst the second deals with risk treatment after a risk appears.…”

Section: Risk Management Frameworkmentioning

confidence: 99%

Risk management in enterprise resource planning implementation: a new risk assessment framework

Dey

Clegg

Cheffi³

2011

Production Planning & Control

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International audienceEnterprise resource planning (ERP) projects are risky. But if they are implemented appropriately, they can provide competitive advantage to organisations. Therefore, ERP implementation has become one of the most critical aspects of today's information management research. The main purpose of this article is to describe a new ERP risk assessment framework (RAF) that can be used to increase the success of ERP implementation. In this article, through a case study based in a leading UK-based energy service provider, we demonstrate the new RAF, which has been shown to help identify and mitigate risks in ERP implementation. In contrast to other research, this RAF identifies risks hierarchically in external engagement, programme management, work stream and work package levels across technical, schedule, operational, business and organisational categories. This not only helped to develop responses to mitigate risks but also facilitates on-going risk control

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Risk management in ERP project introduction: Review of the literature

Cited by 303 publications

References 106 publications

ERP implementations and their impact upon management accountants

ERP implementations and their impact upon management accountants

Reinventing ERP Life Cycle Model: From Go-Live To WithdrawalTingting

Risk management in enterprise resource planning implementation: a new risk assessment framework

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