The ImaginePA Project: The First Large-Scale, Public Sector ERP Implementation

Wagner, William P.; Antonucci, Yvonne Lederer

doi:10.1080/10580530903017401

Cited by 18 publications

(24 citation statements)

References 20 publications

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“…Finally, it is difficult to identify the "best business practices" and the "customer" for the public arena (Wagner and Antonucci, 2009). But, to survive, public organizations must be viewed as service providers that meet the needs of their customers.…”

Section: Introductionmentioning

confidence: 99%

“…In order to identify and discuss differences between public and private organizations in the context of ERP implementation, Wagner and Antonucci (2009) present an examination of the literature. In the comparison of ERP implementations between public and private-sectors, culture has been identified as a major difference (Thomas and Jajodia, 2004).…”

Section: Introductionmentioning

confidence: 99%

“…In public organization resources are allocated by budgetary processes rather than by market mechanisms as in the private-sector . Consequently, budgeting and allocations are more difficult than in the private-sector (Thomas and Jajodia, 2004;Wagner and Antonucci, 2009). …”

Section: Introductionmentioning

confidence: 99%

“…The organizational structure of several public organizations tends to be more complex and the organizational complexity (fragmented departments) affects the ability to identify appropriate process owners (Wagner and Antonucci, 2009). …”

Section: Introductionmentioning

confidence: 99%

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An Investigation into the Use of ERP Systems in the Public Sector

Alves¹,

Matos²

2011

JERPS

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During recent years, public organizations have invested considerable resources in the implementation of Enterprise Resource Planning (ERP) systems, even using solutions initially targeted for manufacturing companies. The interest generated by the ERP phenomenon in the public-sector still growing and the particularities of this sector make specific studies necessary. Just a few empirical studies have looked at public-sector motivations for ERP implementation and it appears from previous studies that organizational conditions of public and private organizations are different. This suggests that the reasons to implement ERP system may also differ. Consequently, the aim of this paper is to get an insight into how public organizations approach ERP implementation.Based on a survey of public organizations we try to identified and characterize the motivations that lead to the adoption of ERP systems, and to identify and understand modules adoption in the public-sector. Overall, our findings reveal that the need to increase the demand for realtime information, to obtain information for decision-making and the integration of applications appear as main reasons to implement an ERP system. The study also reveals that Financial Accounting and Material Management modules are the most implemented. This paper reinforces the need for more research focused on public sector organizations. Since literature on ERP implementation on public-sector is relatively sparse, our paper helps to narrow this knowledge gap.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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An Investigation into the Use of ERP Systems in the Public Sector

Alves¹,

Matos²

2011

JERPS

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“…In practice, enterprise systems are deployed in stages to reduce the attendant risks and to facilitate learning within project teams and across organizations (Luo and Strong 2004;Motwani, Subramanian, and Gopalakrishna 2005;Wagner and Antonucci 2009). This type of gradual deployment, however, requires the ability to identify risks and stages, to manage the interfaces among sub-projects, and to integrate the knowledge gleaned from these efforts to achieve the overall objectives.…”

Section: Introductionmentioning

confidence: 99%

Pre-defined and optional staging for the deployment of enterprise systems: a case study and a framework

Lichtenstein

Cucuy

Fink

2015

Enterprise Information Systems

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This is the accepted version of the paper.This version of the publication may differ from the final published version. The effective deployment of enterprise systems has been a major challenge for many organizations. Customizing the new system, changing business processes, and integrating multiple information sources are all difficult tasks. As such, they are typically done in carefully planned stages in a process known as phased implementation. Using ideas from option theory, this paper critiques aspects of phased implementation. One customer relationship management (CRM) project and its phased implementation are described in detail and ten other enterprise system deployments are summarized as a basis for the observation that almost all deployment stages are pre-defined operational steps rather than decision points. However, option theory suggests that optional stages, to be used only when risk materializes, should be integral parts of project plans. Although such optional stages are often more valuable than pre-defined stages, the evidence presented in this paper shows that they are only rarely utilized. Therefore, a simple framework is presented; it first identifies risks related to the deployment of enterprise systems, then identifies optional stages that can mitigate these risks, and finally compares the costs and benefits of both pre-defined and optional stages. Permanent repository link

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