Enterprise Resource Planning (ERP) Implementation Process: Project Management Perspective

Article Preview

Abstract:

Enterprise Resource Planning (ERP) system is an advanced manufacturing system that enables the integration of transactions-oriented data and business functions throughout an enterprise. ERP system holds the potential of greatly enhancing organizational performance and establishing competitive advantage. ERP project team can reduce their implementation costs by having a well thought out ERP implementation process. This research examines the ERP implementation process from the project management based perspective. The theoretical framework is developed to specify the ERP implementation process, which is categorized into five phases in project life cycle: initiating, planning, executing, controlling and closing. The research adopts the iterative triangulation as a methodology to establish this study, and one large company in Iran has been chosen by researchers to examine the proposed framework.

You might also be interested in these eBooks

Info:

Periodical:

Pages:

152-155

Citation:

Online since:

September 2011

Export:

Price:

Permissions CCC:

Permissions PLS:

Сopyright:

© 2011 Trans Tech Publications Ltd. All Rights Reserved

Share:

Citation:

[1] Shang and Seddon, in: Assessing and managing the benefits of enterprise systems: the business manager's perspective, Information Systems Journal, (2002), pp.271-299.

DOI: 10.1046/j.1365-2575.2002.00132.x

Google Scholar

[2] C. Holland, and B. Light, in: A critical success factors model for ERP implementation, Manchester Business School, Manchester: IEEE Software, (1999).

Google Scholar

[3] T. Davenport, in: Mission Critical: Realizing the Promise of Enterprise Systems. Boston: Harvard Business School Press, (2000).

Google Scholar

[4] H. Ryan, in: Managing development in the era of large complex systems. Information Systems Management, (1999), pp.89-91.

Google Scholar

[5] F. Soliman and M. Youssef, in: The role of SAP software in business process reengineering. International Journal of Production and Operations Management, (1998), pp.886-895.

DOI: 10.1108/01443579810225504

Google Scholar

[6] R. Macredie and C. Sandom, in: IT-enabled change: evaluating an improvisational perspective, European Journal of Information Systems, (1999), pp.247-259.

DOI: 10.1057/palgrave.ejis.3000337

Google Scholar

[7] J. A. Hoffer, J. F. George, and J. S. Valacich, in: Modern Systems Analysis and Design. MA: Addison-Wesley, (1998).

Google Scholar

[8] PMI Standards Committee, in: A Guide to the Project Management Body of Knowledge, PA, USA: PMI Communications, (1996).

Google Scholar

[9] A. Al-Mudimigh, M. Zairi, and M. Al-Mashari, in: ERP software implementation: an integrative framework, European Journal of Information Systems, (2001), pp.216-226.

DOI: 10.1057/palgrave.ejis.3000406

Google Scholar

[10] M. Al-Mashari, M. Zairi, and K. Okazawa, in: Enterprise Resource Planning (ERP) implementation: a useful road map, International Journal of Management and Enterprise Development, (2006), pp.169-180.

DOI: 10.1504/ijmed.2006.008248

Google Scholar

[11] V. Kumar, B. Maheshwari, and U. Kumar, in: An investigation of critical management issues in ERP implementation: emperical evidence from Canadian organizations, Canada: Elsevier Science Ltd., (2002), pp.147-172.

DOI: 10.1016/s0166-4972(02)00015-9

Google Scholar

[12] R. Yin, in: Case Study Research: Design and Methods, Beverly Hills, CA: Sage, (1984).

Google Scholar

[13] H. Neal, in: ERP Implementation Strategies - A Guide to ERP Implementation Methodology, www.softwareadvice.com, (2010).

Google Scholar

[14] N. Mutt, in: ERP Implementation Strategy, www.nickmutt.com, (2009).

Google Scholar

[15] P. Mandal and A. Gunasekaran, in: Issues in implementing ERP: A case study. European Journal of Operational Research, 146, (2003), p.274–283.

DOI: 10.1016/s0377-2217(02)00549-0

Google Scholar