ERP Project Management Is Key To A Successful ImplementationAugust 1, 1999By Charles Trepper

Enterprise Resource Planning (ERP) systems have fundamentally changed the work of IT organizations. The sheer size and complexity of ERP implementations makes managing these projects difficult. There are really two basic sides to ERP management, people and technology. An ERP package touches the entire organization and can affect nearly every employee. And in some cases, an ERP project manager may not be able to know who will be affected, which can lead to some nasty surprises. One mismanaged ERP implementation left a southeastern electronics manufacturer unable to accept deliveries and nearly closed a plant.

It's also difficult to get a clear vision of the technological portion of the implementation because of the vast combination of hardware and software involved. The project manager must cope with thousands of parts. Whether you are implementing one module or multiple modules, you must ensure consistency and full integration across the various subprojects, which is an enormous effort, even for an experienced system architect.

I did an informal survey of experienced ERP project managers from various corporate IT departments and Big 5 consulting companies, and assembled an unofficial list of the major problems faced by ERP

project leads and managers. Almost everyone mentioned size first. Staff problems and organizational politics also ranked in the top ten.

 

Top 10 ERP Project Management Headaches

Rank Issue

      1 Project Size

      2 Staffing (Includes Turnover)

      3 Risk Management

      4 Unreasonable Deadlines

      5 Funding

      6 Organizational Politics

      7 Scope Creep

      8 Unexpected Gaps

      9 Interfaces

     10 Resistance To Change

According to the Eden Prairie, Minnesota Gartner Institute (a spin-off of the Gartner Group), the gap between the promise of an ERP system and the business value actually delivered once the project has been deployed is great. Enormous cost overruns, deadlines missed in some cases by years, and even abandoned implementations make clear that managing ERP projects is a complex task.

Successful Project Management Perhaps the single most decisive element of ERP success or failure is the knowledge, skills, abilities, and experience of the project manager. An ERP project manager must understand both the business and the technology. To avoid customization, businesses frequently change their business processes

to fit the new software. An ERP project manager must understand the impact of the ERP implementation on the business, and work with business managers to ensure a smooth transition from the "as is" to the "to be" business operating environment.

To help educate project managers, The Gartner Institute created a project management certification program that includes an ERP specialty. The program and its courses focus on the critical issues that make ERP projects different from typical application development projects. This includes planning for the unusually large risk and complex cross-functional issues that accompany most ERP projects.

Using the findings from an on-going Gartner Institute research study, which involves brainstorming sessions with experienced project managers, the course provides the core project management techniques that account for the success or failure of ERP projects. Some core topics include gathering business requirements, blended workforce project organization, entry-, exit-, and acceptance criteria issues, change control and closure. The Gartner Institute also includes risk management, project planning, and scope management as major tasks for project managers.

A project manager must be flexible enough to roll with the changes as the project progresses, and not lose it when unpleasant surprises pop up as they always do during ERP implementations. They must be able to work with nearly every individual in the organization, from the most technical IT staffer or plant engineer, to the mailroom and building maintenance staff. They must also possess the ability to learn extremely fast, because they will need to understand business issues in areas of the organization with which they are unfamiliar.

An ERP project manager must also be highly disciplined. They must be able to clearly envision the project end game, and then hold the entire organization to the road that leads to that successful end. This means bringing other team members back on track when deviations occur or distractions arise. They must also be willing to make tough decisions, and understand that those decisions will upset some and please others. A thick skin is certainly an asset.

Successful Project Manager Characteristics

 

A successful ERP project manager… is flexible is disciplined

is a quick learner

is a good decision maker

has ERP experience

has business experience

has political clout

has a good formal education

is well liked

motivates staff

Source: Gartner Institute.

Deciding On Project Scope Scope management procedures must also be created and enforced to prevent "never ending project" syndrome. Constant scope changes, whether increases or decreases, cause confusion among project team members. The primary focus of scope management is on defining and controlling what is and is not included in the project. The project manager must work with other departments to clearly define the project scope. If the project scope is not defined properly, required work is missed, jeopardizing the project success. On the flip side, work outside the scope of the project may be done, hurting the budget.

The scope of an ERP project has several components. The ERP project team must decided which business processes will be included in the implementation. This decision, in turn, effects which ERP functionality will be implemented. If an organization has more than one business unit or line, the team must decide which divisions to include in each phase of the rollout. The IT organization must determine which technologies will be replaced and upgraded, and which will exchange data through interfaces, until the rollout is complete.

To prevent scope problems, make sure a project charter or mission statement exists. Be sure to really nail down the project requirements, and have them documented and signed by the users and senior management. Clearly define change control procedures and hold everyone to them. Tight change

control procedures may end up causing tension between the project team and those who do not get changes they want. Ultimately, though, the project can't be successful if the project team is trying to hit a constantly moving target.

Discovering Gaps No software, no matter how big and sophisticated fits every organization perfectly. And although ERP vendors will tell you that their software will solve all your problems, there will still be gaps. These gaps may be small, or extremely large and problematic. ERP project managers frequently run into political minefields when doing gap analyses. The main problem is that each time a gap is identified that costs additional dollars to fix, someone, somewhere in the organization is going to ask, "Why did we spend all that money if the software doesn't do what we need?" This can cause the executive sponsors to look bad, and push back at the project manager to "make the gaps go away." This, in turn, leads to user frustration and dissatisfaction with the rollout.

To solve this problem, be extremely thorough in the package selection process, and make sure everyone at every level knows what the software can and can't do. Start creating a

gap document early, because the gap analysis document is very useful for stakeholder management. It provides direction on project management, and provides a clear knowledge of what will need to be done. The review of gaps and design of the adapted implementation program should detail the change scope, cost, and benefit, as well as the adapted project plan.

The Right Staff It's absolutely critical to get the right people involved early. Leaving out the wrong person has both project-related and political implications. A project manager must look at the scope of the project beyond the ERP software itself, and examine the interfaces to be built. Each business area with which the ERP software will communicate must be involved. There's often a tendency to develop "tunnel vision," where the ERP implementation team only works with those users and organizational staff

immediately involved with the rollout. Invariably, the project team discovers that a critical piece of knowledge is missing because they didn't get the right person involved early.

Of course, one of the major issues with any IT project is the staffing issue. Good technology staff, particularly those with deep ERP experience are extremely hard to find. Since it's difficult to transition ERP team members on and off projects, it's a good idea to identify staff members that are critical but are high turnover risks early in the project. A project manager can develop recognition programs that help retention. ERP projects can be long and frustrating so it's also helpful to set up events for employees to communicate and vent about the working environment. Another trend is to implement flextime to allow employees greater flexibility in setting work hours within limits. Some studies show that flextime results in significant productivity increase and employee satisfaction.

Preventing Brain Drain Another problem faced by ERP project managers is the need to integrate consultants with corporate staff and ensure a smooth knowledge transfer when the consultants leave. One large midwestern food producer solved the problem by pairing up consultants with corporate employees in both technology and business areas. The consultants and corporate staff worked side-by-side throughout the implementation. This helped ensure a nearly constant flow information from consultants to corporate staff, and prevented the "knowledge drain" that usually occurs when consultants roll off projects.

Project Scheduling Scheduling and organizing ERP projects is like herding cats. You have lots of people, lots of subprojects, and many potentially conflicting political and organizational issues. It's extremely important to consider all of the issues and develop a clear, concise, and thorough project plan before starting the implementation. An expert project manager creates a plan that addresses the major issues, and is flexible enough to change as the project hits the inevitable bumps in the road.

One of the major problems with scheduling large projects is accounting for time issues with people assigned to the project. These must be identified in the schedule. The proper dependencies and human resources should be requested prior to creating and dating activities in the schedule. It's also important to account for vacations, sick days, and other leave that frequently takes people away from the project unexpectedly. A critical path analysis should also be performed on the project schedule, to determine any potential "show stoppers". A critical path analysis determines which resources absolutely must be present at certain times in the project for it to succeed. For example, if the database for a new ERP system will be built on Tuesday, then the database administrator (DBA) must be there on Tuesday to do the work. In this case, the DBA is the critical path person for the database build task.

Managing Risk on ERP Projects Managing risk on an ERP project is crucial to its success. What is a risk? Simply defined, a risk is a potential failure point. There are thousands, maybe even millions of potential failure points on an ERP project, in the form of untested technology (and untested staff!), political landmines, and even nature's fury. (A tornado during an ERP weekend go live? Yes, it's happened.) So, how do you keep the failures at bay? While various risk management books and methodologies offer variations on a theme, there are generally 5 steps to managing risk: 1. Find potential failure points or risks2. Analyze the potential failure points to determine the damage they might do3. Assess the probability of the failure occurring4. Based on the first three factors, prioritize the risks5. Mitigate the risks through whatever action is necessary

Project team members must rely on their experience and advice from others to find potential failure points or risks. Track through the entire project plan and look for areas of uncertainty. One

of the easiest and most effective ways to find potential failure points is to talk to other organizations that have done the same projects. Cost estimates are probably the most common potential project failure point. Other potential failure points include lack of an executive sponsor, an underqualified project manager, and no clear objectives for the project.

The next step is to determine the severity of the potential failure on the budget, project timeline, or the users' requirements. Assessing the likely impact and the probability of the failure occurring is more art than science, requiring in-depth knowledge of both the ERP package and the business. A risk management team should be built that brings together those individuals that have the knowledge and experience to know what might happen. This team must have experience in implementing the specific ERP package for an organization approximately the same size and in the same industry as yours.

Based on the first two factors, prioritize the risks. Decide which risks should be eliminated completely, because of potential for heavy impact on critical business processes. Set up a monitoring plan for risks that should have regular management attention. Make the entire team aware of those risks sufficiently minor to avoid detailed management attention, but which the team should watch for potential problems.

You mitigate risks by reducing either the probability or the impact. The probability can be reduced by action up front to ensure that a particular risk is reduced. The project risk plan should include a set of steps to recover from each risk, should failure occur. The team must know the person accountable for recovery from each specific risk, and the action to be taken to resolve it. The team must know the symptoms of the impending failure, and act to prevent it from occurring if possible. An example is to test a particular operating system or hardware component to prove that works prior to go live. Doing a pilot implementation or prototyping the first set of ERP interfaces are both examples of risk mitigation.  

Interfacing With Other Systems An ERP system typically becomes the "center of the universe" for the organization when it's implemented. However, because of gaps in the functionality, time constraints, and political issues, there are usually many interfaces to other systems. Interfacing with legacy data may involve connections to all mainframes, Unix, Windows NT, and other systems. The interfaces must have the ability to handle complex data sources and legacy data types. Other client/server systems must also exchange data with the ERP system. The ERP software may interface with external business partners via electronic data interchange (EDI) or electronic funds transfer (EFT) protocols. With e-commerce on the rise, ERP systems must also be able to send and receive data over the web, particularly in those organizations involved with electronic commerce.

Managing the discovery, analysis, design, and implementation of interfaces can be a nightmare. The data translation and movement requirements alone can cost tens of thousands of dollars. One large midwestern food producer needed a team of 4 people for nearly 3 months to design a set of interfaces for one client/server system. Scope management can help here. The project manager can prioritize interfaces so that mission critical systems engaged in daily processing can exchange data when the ERP software is implemented. Interfaces to systems that do periodic processing- monthly or year-end-can be completed after the initial implementation. Work must be properly prioritized, and ERP team members must focus on immediate needs.

 

Typical ERP Interfaces Interface Typical Data Types Exchanged

Legacy Mostly historical financial data not converted

Client/server Sales automation and reporting data

Other ERP/MRP/MRP II Transaction data from specialized systems (e.g. manufacturing)

Data Warehouse Large volumes of historical reporting and decision support data

External - Business Partners Transaction data including purchasing/sales, EDI, EFT

External - Web Customer information, web-enabled databases

Monitoring Progress "Riding herd on the cats" means using compassionate micromanagement. While it's generally a bad idea for project managers to try and do everything themselves, they must create very specific work assignments for software developers. Project managers should schedule technical and management reviews at least once a week and track progress carefully against the original plan. It's also important to do a project review at the end of each phase and the project as a whole.

Success criteria for ERP projects are frequently inadequate or even non-existent. The success criteria should be clearly defined in the procedures, methods, and techniques that are part of a high quality project control system. Standards and techniques for measuring the quality of performance expected from the new system should be defined early, and redefined as needed over the life of the project. If success measures are obsolete at the end of the project, then the project can't be evaluated as a success, and may be seen as a waste of money. And who wants to waste $50 million?

Managing Chaos Managing an ERP project is unlike any other effort because of the huge number of variables, people and risks involved. The complete replacement of an organization's information systems has a tremendous impact on the people in the organization, the company, its suppliers and even its customers. An ERP project manager must guide the project with a firm, practiced hand that both encourages project team members to find new ways to innovate, and at the same time, ensures that everyone and everything is moving in the right direction. An ERP project manager must possess an intimate understanding of the business and how it will change when the ERP system is rolled out, and must also have a solid technical foundation. Anybody seen a cape and some tights around here somewhere?

Charles Trepper is a consultant specializing in project management and training issuse. He can be reached at chtrepper@uswest.net

White Paperso ERP On The Wire (erpfans.com)- This vendor white paper discusses the behavior of

ERP transactions and the crucial role that the network plays in delivering acceptable levels of performance to the end users. This paper also discusses how Ganymede Software’s family of performance monitoring and management solutions can take much of the guesswork out of ERP deployments.

o Strategic Planning for the Enterprise Application Lifecycle (ITtoolbox ERP)- As enterprise applications continue to evolve with new functionality and technology enhancements, it is becoming more apparent that organizations can no longer view their enterprise application initiatives as finite projects with a start and finish, but rather should view their applications as having a continuous lifecycle. In order to address this paradigm shift, organizations need a comprehensive and methodical plan that outlines a strategy for all phases of the enterprise application lifecycle.

o Successful Enterprise Architecture: Aligning Business and IT to Maximize Performance (ProForma Corporation)- According to this paper, successful alignment of business and IT will maximize enterprise performance. This will only be achieved by organizations that understand how to develop and maintain an accurate model of their companie's business and strategy architectures and provide value to the business through their introduction of automation solutions.

o The IT Resource Planning Imperative (ITtoolbox ERP)- Even the best run IT organizations seem to lack a resource planning system for running the department.

Despite all of the management systems purchased and installed, we still hear IT professionals confessing, "we don't know what we really have and how it connects to the business, let alone how to adapt it to our changing priorities." This paper takes a critical look at how IT organizations attempt to collect, classify, and visualize information about the enterprise, and the new breed of applications designed to streamline the process.

 Peer Publishingo Agile Project Management Methods for ERP: How to Apply Agile Processes to

Complex COTS Projects and Live to Tell About It (Niwot Ridge Consulting)- This survey paper describes an alternative method to the traditional high-ceremony IT projects management methods. These methods provide the tools to make decisions in the presence of uncertainty, focus on the critical success factors, and address the managerial and human side of project management Agility allows the project management methods as well as the system to be adaptively tailored to the business needs.

o Negotiating and Managing ERP Agreements (ITtoolbox ERP)- An often-overlooked aspect of ERP projects is the contracting process. While an ERP is not a simple commodity purchase, it is not so complex that contracts must be executed without question. In order to negotiate and manage pricing and other terms, the customer needs to ask questions while beginning to develop a strong partnership with the VAR.

o Successful ERP Implementation the First Time (R. Michael Donovan & Co.,Inc.)- Article by consultant R. Michael Donovan provides useful insights into how to avoid implementation pitfalls and/or recover from a less than successful implementation.

 Academic Articleso A Study of Prerequisites for Successful ERP Implementations from the Project

Management Perspective (University of Oregon)- Difficulties with implementations of ERP software are widely documented. A review of selected literature published between January 1995 and May 2001 identifies 15 prerequisite elements that can facilitate successful ERP implementations. These elements are related to specific project management problem areas, using grounded theory coding analysis and constant comparison. **Please note: due to the size of this file, please allow additional time for download.

o High-Level Plan for an Integrated Administrative Information System (Angelo State University)- This paper details the planning between Angelo State University and BearingPoint Inc. in the preparation for an ERP implementation. Included in this methodology are processes and tools for quality assurance, risk management, and resource management.

o Indentifying High Performance ERP Projects (The Norwegian School of Management)- Learning from high performance projects is crucial for software process improvement. Software projects generally exhibit variable returns to scale, and the output from ERP projects is multivariate. In this paper, the authors propose using Data Envelopment Analysis Variable Returns to Scale (DEA VRS) to measure the productivity of software projects.

o Leadership in Real Time: A Model of Five Levels of Attributes Needed by a Project Manager in ERP Implementations (University of Geneva) - This paper contributes to identifying the qualities that the Project Sponsor and Steering Committee should be looking for when they select a Project Manager and draws a parallel with Parse nursing theory research and practice.

o Leadership in Real-Time: A Model of Five Levels of Attributes Needed by a Project Manager in ERP Implementations (University of Wales, Cardiff) - The

characteristics and organizational impacts of an ERP Implementation Project requires highly professional Project Manager skills and attributes. This paper contributes to identifying the qualities that the Project Sponsor and Steering Committee should be looking for when they select a Project Manager and draws a parallel with Parse (Human Becomings) nursing theory research and practice.

o Use of Grounded Theory in Information Systems Area: An Exploratory Analysis (Universitat Politècnica de Catalunya)- Existence of an adequate project champion role has been identified as a critical success factor in ERP implementation projects. However, the figure of the project champion is not yet quite well understood. Some authors relate it with the project sponsor figure while others relate it with the project manager figure. This paper tries to clarify these concepts. The authors' research framework has been based upon an extensive ERP literature review and a web survey. The findings of this survey show that the adequate project champion role is that of the project sponsor; respondents also think that both project manager and project sponsor are critical to the success of an ERP implementation project and not merely the project champion figure. They also show the interdependence between project sponsor role, project manager role and ERP project success, for which they present an interdependence model.

 Industry Articleso ERP, One Letter at a Time (CIO Magazine)- Transforming your enterprise and supply

chain? Better get the business case down, goal markers set up and everyone on board to make it happen.

o ERP: The Never-Ending Journey (Business Integration Journal)- The ERP system is live - the project is over at last! Or is it? Don't overlook some very important close-out and post-implementation tasks. These can be essential to the success of future projects and to keeping your most talented staff.

o Facing Portfolio Management (Line56)- No longer IT's problem, business and finance take equal responsibility to increase confidence and do the right thing.

o Implementing ERP Software: Enterprise software has to fit like a good suit (Advanced Manufacturing)- Shop wisely and follow these tips to help ensure a smoother Enterprise Resource Planning software implementation.

o Less Pain, More Gain in ERP Rollouts (Network Computing)- Once you get past the hype about what an ERP system can provide, you run up against the reality of putting a system in place. One of the latest trends in implementation is to put together a team drawn from throughout the enterprise. IT staffers often spearhead these efforts. That means you'll need to use your team-building skills along with your technology expertise. You've heard the "Five Ps" adage: Proper preparation prevents poor performance. In the case of ERP, proper preparation includes a mental framework for managing the implementation. Whatever your role might be, you must understand what assets you have and assess what's required in the way of hardware, software, knowledge and staffing.

o See It Now (CFO.com)- New budgeting-and-planning software offers increasingly sophisticated visual aids: dashboards and scorecards.

o Software That Saves You Money (Business Finance Magazine)- Technology that helps businesses better manage performance by overhauling onerous budgeting systems, automating expense management and improving project management can produce long-term results that more than justify the cost.

 Software

o BugBox (Project Management Resourceware Ltd)- This product is a project management tool that allows users to deliver PRINCE2 workflow to all team members throughout an entire program. A free download and 50 free issues for evaluation customers are available.

o EPMAC - eProject Management and Collaboration - EPMAC is web-based enterprise solution for project management, resource management, and team collaboration. Accessible anypalce, anytime.

o Journyx Timesheet (Journyx)- Web-based time tracking software for attendance/payroll, billing and project management.

o Patrol (BMC)- BMC Software is a leading developer of software solutions that improve the availability, performance, and recoverability of business-critical applications. BMC Software’s PATROL is the industry’s de facto standard for managing applications, databases, and operating systems in the world’s largest and most complex computing environments.

o Projeca (Tenrox)- This product is a web based professional services automation solution that streamlines business processes such as project management, resource management, time and expense tracking, billing or charge back, request and change management, customizable workflows, requisitions and business intelligence reporting.

o Ramco Project Organizer (Ramco)- This solution interfaces Ramco e.Applications with popular third party project management tools like Primavera and MS.

o Xpdoffice Online Timesheets (Xpdient Software)- This product is a system for timesheet data entry, collection, approval, status reporting, expense, leave and project management. Features digital, paperless invoicing and integration with Quickbooks and other popular accounting packages.

Definition and Support of Critical Success Factors in ERP Implementations

Jose Manuel Esteves Sousa

Publications

- Esteves J., Pastor J. 1999. "An ERP Life-cycle-based Research Agenda". 1º International Workshop on Enterprise Management Resource and Planning Systems (EMRPS), Venice, Italy, pp. 359-371.

Abstract:

Abstract. Since the study of ERP systems is a new area, there is very little theoretical or empirical research on the topic. Limited studies have been conducted in the past, but now, due to the magnitude of the ERP phenomenom, the need for such studies has become very important. With regard to research on ERP-related topics, we have found a

large scope of research issues and a great number of influencing variables, which we have here attempted to organize into a framework. Thus, this initial position paper sets out to list, define and categorize the research issues relating to ERP systems within an ERP life-cycle process framework. The framework is structured in phases and dimensions. The phases are the different stages of an ERP system life-cycle within an organization, and the dimensions are the different viewpoints by which the phases could be analyzed.

- Pastor J., Esteves J. 1999. "The ERP life-cycle"(in spanish), Datamation Magazine, spanish version, December 1999.

- Esteves J., Carvalho J., Santos A. 2000. "An ERP System Lifecycle Costs Model" (in portuguese), VII congresso nacional de custos, Recife, Brasil, August 2000.

- Esteves J., Pastor J. 2000a. "Towards a Unified ERP Implementation Critical Success Factors Model", first conference of portuguese association of information systems, Portugal, p. 39., October 2000.

- Esteves J., Pastor J. 2000b. "Towards the Unification of Critical Success Factors for ERP Implementations", 10th Annual BIT conference, Manchester, UK., November 2000. (see html version)

Abstract:

Despite the benefits that can be achieved from a successful ERP system implementation, there is already evidence of high failure risks in ERP implementation projects. Too often, project managers focus mainly on the technical and financial aspects of the implementation project, while neglecting or putting less effort on the nontechnical issues. Therefore, one of the major research issues in ERP systems today is the study of ERP implementation success. Some authors have shown that ERP implementation success definition and measurement depends on the points of view of the involved stakeholders. A typical approach used to define and measure ERP implementation success has been critical success factors approach.Along this line, in this research we seek to contribute to our understanding of the critical success factors of ERP implementations and how these factors can be put into practice to help the process of project management in ERP implementations. We attempt to build a consensus from previous research and to derive a unified model of critical success factors in ERP implementations.For this purpose we apply grounded theory as our main research method. We have collected all the relevant research material and we have coded it. To increase the validity and reliability of the study, the several information sources have been triangulated and inconsistencies have been clarified with additional documentation. This study provides the results of the open coding process from our application of the grounded theory method. After the coding step, we obtain an initial unified model of the critical success factors in ERP implementations. We then map these critical success factors in a matrix with four perspectives: organisational, technological, strategic and tactical.

- Esteves J., Pastor J. 2000c. "ERP Systems: Overview and Research Issues", technical research report, LSI-00-4-R, Universidad Politecnica de Catalunya , January 2000.

- Pastor J. Esteves J. 2000d. " Enterprise Resource Planning : An Annotated Bibliography", technical research report, Universidad Politecnica de Catalunya, November 2000.

- Esteves J., Pastor J. 2000e. "Applying Grounded Theory to Create a Unified Critical Success Factors Model for ERP Implementations", technical research report, LSI-00-58-R, Universidad Politecnica de Catalunya, October 2000.

- Esteves J., Carvalho J., Santos A. 2001. "Towards an ERP life-cycle Costs Model", Information Resources Management Association (IRMA) international conference, Toronto, 20-23 May 2001.

Abstract:

Many organizations have adopted ERP systems, but most of them are not aware of the total costs associated with them, and they only consider the costs related with the software acquisition. This article is an exploratory study that sets out to identify other costs related to ERP systems during their life-cycle. Through the different phases of the life-cycle we define and categorize the various costs. The costs were classified as tanglible and intangible. We also describe a case study where the costs related to the three initial phases of the life-cycle were analyzed: acquistion, implementation, and usage and maintenance. Finally, some conclusions are drawn and we pose some research questions for further work.

- Esteves J., Pastor J. 2001. "Analysis of the ERP Project Champion Role and Criticality", Technical Research Report, LSI-01-33-R, Universidad Politecnica de Catalunya, June 2001.

- Esteves J., Pastor J. 2001. "Establishing the Importance of ERP Implementation Critical Success Factors Along ASAP Methodology Processes", International conference on enterprise information systems (ICEIS), vol 1, Portugal, 2001, pp. 182-187

- Esteves J. Pastor J. 2001. "Analysis of Critical Success Factors Relevance along SAP Implementation Phases", Americas Conference on Information Systems (AMCIS), 2001.

Abstract:

This paper seeks to analyze the relevance of critical success factors along SAP implementation phases. The ASAP implementation methodology is used as the SAP implementation reference model. Applying a process quality management method and the grounded theory method, we derive a matrix of critical success factors versus ASAP processes. Then, we evaluate the relevance of critical success factors along the five phases of ASAP, specifically of those ones related with organizational perspective. These findings will help managers to develop better strategies for supervising and controlling SAP implementation projects.

- Esteves J., Pastor J. 2001. "Enterprise Resource Planning Systems Research: An Annotated Bibliography", Communications of the Association for Information Systems (CAIS), vol. 7, article 8, August 2001.

Abstract:

Despite the growing interest on ERP systems, publications on these systems within the academic Information Systems community, as reflected by contributions to international conferences and journals is only emerging. The goal of this study is to provide an annotated bibliography of the ERP publications published in the main Information Systems conferences and journals and to review the state of art in this area. The surveyed publications are categorized through an ERP life-cycle based framework that is structured in phases. The phases are the different stages of an ERP system life-cycle within an organization. Furthermore, we present topics for further research in each phase.

- Esteves J., Jorje J. 2001. "Comparative Analysis of SAP Implementation Methodologies" (in portuguese), 2º. Conference of Associação Portuguesa de sistemas de informação (APSI), Portugal, November 2001.

- Esteves J., Pastor J. 2001. "Goals/Questions/Metrics (GQM) Method and SAP Implementation Projects", Technical Research Report, LSI-01-49-R, Universidad Politecnica de Catalunya, November 2001.

Abstract:

During the last years some researchers have studied the critical success factors (CSFs) in ERP implementations. However, until now, no one has studied how these CSFs should be put in practice to help organizations achieve success in ERP implementations. This

technical research report attempts to define the usage of Goals/Questions/Metrics (GQM) approach in the definition of a measurement system for ERP implementation projects. GQM approach is a mechanism for defining and interpreting operational, measurable goals. Lately, because of its intuitive nature the approach has gained widespread appeal. We present a metrics overview and a description of GQM approach. Then we provide an example of GQM application for monitoring sustained management support in ERP implementations. Sustained management support is the most cited critical success factor in ERP implementation projects.

- Esteves J., Pastor J., Casanovas J. 2002. "Using the Partial Least Squares (PLS) Method to Establish the Critical Success Factors Interdependence in ERP Implementation Projects", Technical Research Report, Universidad Politecnica de Catalunya, LSI-02-23-R, March 2002.

Abstract:

This technical research report proposes the usage of a statistical approach named Partial Least squares (PLS) to define the relationships between critical success factors for ERP implementation projects. In previous research work, we developed a unified model of critical success factors for ERP implementation projects. Some researchers have evidenced the relationships between these critical success factors, however no one has defined in a formal way these relationships. PLS is one of the techniques of structural equation modelling approach. Therefore, in this report is presented an overview of this approach. We provide an example of PLS method modelling application; in this case we use two critical success factors. However, our project will be extended to all the critical success factors of our unified model. To compute the data, we are going to use PLS-graph developed by Wynne Chin.

- Esteves J., Pastor J. 2002. "A Framework to Analyse Most Critical Work Packages in ERP Implementation Projects", International conference on enterprise information systems (ICEIS), Spain, April 2002.

Abstract:

In order to achieve success in a software project, it is important to define and analyze the most critical processes within the project. A common approach to define most critical processes is the Process Quality Management (PQM) method. However, the process structure of the PQM method is too simple since it only provides one level of process analysis. Real cases imply project process structures that are more complex. We have improved the PQM analysis section to provide more depth to real project structures. This study attempts to analyze this issue in a specific type of software projects: Enterprise Resource Planning (ERP) implementation projects. We present a framework to analyze most critical work packages in ERP implementation projects. We then apply the result of the analysis to SAP implementation projects. The result is a list of critical work packages in each phase of a SAP implementation project. These results show the higher importance

of work packages related with organizational and project management aspects compared with the technical ones. Therefore, these results evidence the need of project managers to focus on these work packages.

- Esteves J., Pastor J. 2002. "Understanding the ERP Project Champion Role and its Criticality", European Conference on Information Systems (ECIS), Poland, June 2002.

Abstract:

Existence of an adequate project champion role has been identified as a critical success factor in ERP implementation projects. However, the figure of the project champion is not yet quite well understood. Some authors relate it with the project sponsor figure while others relate it with the project manager figure. This paper tries to clarify these concepts. Our research framework has been based upon an extensive ERP literature review and a web survey. The findings of this survey show that the adequate project champion role is that of the project sponsor; respondents also think that both project manager and project sponsor are critical to the success of an ERP implementation project and not merely the project champion figure. We also show the interdependence between project sponsor role, project manager role and ERP project success, for which we present an interdependence model.

- Esteves J., Ramos I., Carvalho J. 2002. "Use of Grounded Theory in Information Systems Area: An Exploratory Analysis", European Conference on Research Methods (ECRM), Reading (UK), April 2002.

Abstract

Lately, Grounded Theory method is gaining importance as a method for theory building. However, its application is not free of criticism due to lack of rigour and formality in research procedures and description of results. We analysed four cases were Grounded Theory method was used and, for each case, we identified several issues to the use of this research method. A number of recommendations and a list of critical success factors for practitioners has been generated as a result of the findings of this study. We think that this information might be useful for people that is starting a research project and want to use Grounded Theory method.

- Esteves J., Pastor J., Casanovas J. 2002. "Monitoring and Evaluating Training in ERP Implementation Projects", European conference on Information Technology Evaluation (ECITE), Paris, July 2002.

Abstract

During the last years some researchers have studied the topic of critical success factors in ERP implementations, out of which 'training' is cited as one of the most ones. Up to this moment, there is not enough research on the management and operationalization of critical success factors within ERP implementation projects. This paper presents a proposal for monitoring training in ERP implementations. In order to develop a set of metrics for such a monitoring task, we have used the Goals/Questions/Metrics (GQM) approach. The GQM approach is a mechanism for defining and interpreting operational, measurable goals. Because of its intuitive nature the approach has gained widespread appeal. As a result, we propose a GQM preliminary plan with different metrics to monitor and control training while implementing an ERP system.

- Esteves J., Pastor J., Casanovas J. 2002. "Monitoring Business Process Redesign in ERP Implementation Projects", Americas Conference on Information Systems (AMCIS), Dallas (USA), August 2002.

Abstract

ERP implementation success is influenced by a large number of factors, which most of the times are difficult to measure objectively. Adequate Business Process Redesign (BPR) is one of the most cited critical success factors in ERP implementation projects, and one of the most critical ones for the their satisfactory outcome. This study attempts to define a set of metrics for monitoring BPR within ERP implementation projects by using the Goals/Questions/Metrics method. The results of this work are twofold. First, a literature review on the BPR topic as related with ERP implementation projects is presented. And second, a Goals/Questions/Metrics preliminary plan to monitor and control BPR within ERP implementation projects is proposed.

- Esteves J., Pastor J., Casanovas J. 2002. "Measuring Sustained Management Support in ERP Implementation Projects: A GQM Approach", Americas Conference on Information Systems (AMCIS), Dallas (USA), August 2002.

Abstract

Some researchers have studied the critical success factors in ERP implementations, out of which sustained management support is cited as the most one. Up to this moment, there is not enough research on the management and operationalization of critical success factors within ERP implementation projects. This paper presents a proposal for monitoring sustained management support in ERP implementations. In order to develop a set of metrics for such a monitoring task, we have used the goals/questions/metrics approach. As a result, we propose a GQM preliminary plan with different metrics to monitor and control sustained management support while implementing an ERP system.

- Esteves J., Pastor J., Casanovas J. 2002. "A Framework Proposal for Monitoring and Evaluating Training in ERP Implementation Projects", Technical Research Report, July 2002

Abstract

During the last years some researchers have studied the topic of critical success factors in ERP implementations, out of which 'training' is cited as one of the most ones. Up to this moment, there is not enough research on the management and operationalization of critical success factors within ERP implementation projects. This technical research report proposes a framework for monitoring and evaluating training in ERP implementation projects. In order to develop a set of metrics for such monitoring and evaluating tasks, we have used the Goals/Questions/Metrics (GQM) approach. The GQM approach is a mechanism for defining and interpreting operational, measurable goals. Because of its intuitive nature the approach has gained widespread appeal. As a result, we propose a GQM preliminary plan with different metrics to monitor, control and evaluate training while implementing an ERP system. We also propose a three dimensional framework to interpret the metrics defined.

- Esteves J., Pastor J., Casanovas J 2002."A Metric Plan Proposal to Monitor User Involvement and Participation in ERP Implementation Projects", 3º. Conference of Associação Portuguesa de sistemas de informação (APSI), Portugal, November 2002.

Abstract

ERP implementation success is influenced by a large number of factors, which most of the times are difficult to measure objectively. User involvement and participation is one of the most cited critical success factors in ERP implementation projects, and one of the most critical ones for the their satisfactory outcome. This study attempts to define a set of metrics for monitoring user involvement and participation within ERP implementation projects by using the Goals/Questions/Metrics method. The results of this work are twofold. First, a literature review is presented on the user involvement and participation topic as related with ERP implementation projects. And second, a Goals/Questions/Metrics preliminary plan is proposed to monitor and control user involvement and participation within ERP implementation projects.

- Esteves J., Pastor J., Casanovas J. 2002. "Web Surveys for IS: Opportunities and Hindrances",International Symposium on Research Methods, Barcelona, December 2002.

- Esteves J., Chan R., Pastor J., Rosemann M 2003."An exploratory Study of Knowledge Types Relevance along Enterprise Systems Implementation Phases", The fourth European Conference on Organizational Knowledge, Learning and Capabilities, April 2003.

Abstract

Enterprise Systems (ES) are now established business operating systems in many organizations worldwide. Knowledge management research in ES has been significantly focused on the creation, sharing and storage of knowledge. However, it is often not clear what type of ‘knowledge’ has to exactly managed. Therefore, there is a need to address the epistemological domain of knowledge along the implementation phases of the market leading Enterprise Systems SAP R/3. This exploratory study attempts to identify and analyze the different types of knowledge along the implementation phases of a SAP system. Through an analysis of knowledge types and critical success factors along the phases of SAP’s implementation methodology, it is possible to gain insights into the relevance of knowledge types required for implementing an ES.

- Esteves J., Pastor J., Casanovas J. 2003. "A Goal/Question/Metric Research Proposal to Monitor User Involvement and Participation in ERP Implementation Projects", Information resources management association (IRMA) conference, Philadelphia (USA), May 2003, pp. 325-327.

Abstract

ERP implementation project success is influenced by a large number of factors, which most of the time are difficult to measure objectively. User involvement and participation is one of the most cited critical success factors in ERP implementation projects, and one of the most critical ones for their satisfactory outcome. This study attempts to define a set of metrics for monitoring user involvement and participation within ERP implementation projects by using the Goals/Questions/Metrics method. The results of this work are twofold. First, a literature review is presented on the user involvement and participation topic as related with ERP implementation projects. And second, the use of the Goals/Questions/Metrics method is proposed to develop a metrics plan to monitor and control user involvement and participation within ERP implementation projects.

- Esteves J., Pastor J., Carvalho J. 2003. "Organizational and National Issues of an ERP Implementation in a Portuguese Company", IFIP (w8.2+w9.4), Athens (Greece), June 2003, pp. 139-153

Abstract

This paper describes a case of an Enterprise Resource Planning (ERP) implementation in a Portuguese SME. We focused on the identification of organizational factors that affected the ERP implementation project. We also analyze the ERP implementation project from a national cultural perspective using Geert Hofstede’s dimensions. These dimensions are used to explain some of the attitudes and behaviours during the ERP implementation project. Our findings enforce that some of the problems in ERP implementation projects are not of technological nature but may be attributed to organizational factors while some issues are related to national culture.

- Esteves J., Casanovas J., Pastor J. 2003. "Modelling with Partial Least Squares Critical Success Factors Interrelationships in ERP Implementations", AMCIS 2003, Tampa(USA), August 2003.

Abstract

This research-in-progress paper proposes the use of a statistical approach named Partial Least squares (PLS) to define the relationships between Critical Success Factors (CSFs) for ERP implementation projects. Some researchers have noted that there are relationships between these CSFs. However, no one has yet tried to define in a formal way these relationships. In this paper we present an overview of the PLS approach and provide an application example of the PLS method where we use two CSFs: those related to project sponsor role and project manager role. However, our research is being extended to all of the CSFs within our own CSFs unified model.

- Esteves J., Pastor J. 2003. "Publishing Grounded Theory Research Studies: Are IS Journals and Conferences Ready for Them? International symposium on Research Methods (ISRM), Tampa (USA) August 2003.

- Esteves J., Pastor J., Casanovas J. 2003. "The Importance of Timeframe and Advertisement in Internet surveys: An exploratory Analysis", 54th International Statistics Institute Conference (ISI), Berlin (Germany), 2003.

- Esteves J., Pastor J. 2003. "Strategic and Tactical Critical Success Factors Behavior Along the ERP Implementation Phases", European Conference on Information Technology Evaluation (ECITE), Madrid (Spain), September 2003.

Abstract

During the last years some researchers have studied the topic of critical success factors in ERP implementations. Up to this moment, there is not enough research on the

management and operationalization of critical success factors within ERP implementation projects. The identification of factors leading to success or failure of ERP systems is an issue of increasing importance, since the number of organizations choosing the ERP path keeps growing. In this paper, we analyzed the evolution of strategic and tactical factors along the ERP implementation phases. Our findings suggest that while both good strategy and tactics are essential for a successful ERP implementation project, their importance shifts as the project moves through its lifecycle.

- Pastor J., Esteves J. 2003. "Organizational and Technological Critical Success Factors Behavior Along the ERP Implementation Phases", Projects & Profits, December 2003.

Abstract

Though the implementation of an ERP project reaps, it does not come without risks. During ERP implementation, project managers usually focus more on technical and financial aspects than the non-technical issues. This article presentes a unified critical success factors model for ERP implementation projects.

- Esteves J., Pastor J. 2004. "Towards a Stakeholder Analysis of an ERP Adoption in a Higher Education Institution", 1st international workshop on information, knowledge and management: Re-assessing the value of ICT in public and private organizations, Bologna (Italy), March 2004.

Abstract

This study presents a case study carried out in a public Higher Education Institution HEI) that adopted an ERP solution for its economic management processes. The objective of this study is twofold. First, we attempt to understand how the process of selection, implementation, use and maintenance of the ERP have evolved in the HEI. Second, we attempt to analyze how the different employee roles changed along the whole process and how they perceived the process. The research methodology is a combination of different research methods and techniques. Next we will explain in detail the case study background and the research methodology. Finally, we present the key aspects that we will present in the workshop.

- Esteves J., Pastor J. 2004. "Organizational and Technological Critical Success Factors Behavior Along the ERP Implementation Phases", International Conference on Enterprise Information Systems (ICEIS), Porto (Portugal), April 2004.

Abstract

- Esteves J., Pastor J. 2004. "A Multimethod Research Approach to Study Critical Success Factors in ERP Implementations", European

conference on Research Methods (ECRM), Reading (UK), April 2004.

Abstract

This paper explores the use of multimethod research design. With the development and legitimacy of both qualitative and quantitative research the combination of both types is expanding. In this paper we present how we have explored the multimethod approach by using an example domain in a step-by-step manner, learning about the strengths and weaknesses of this approach. The context is a doctoral research project whose aim is to study critical success factors for Enterprise Resource Planning (ERP) implementation projects.

- Esteves J., Rodriguez N., Pastor J. 2004. "Applying and Extending the SEI Continuos Risk Management Model", 9th Annual European Systems & Software engineering Process Group (SEPG), London (UK), June 2004.

Abstract

This presentation focuses on the adapted and extended implementation of the SEI Continuous Risk Management method within a higher education institution software project unit. Our results show that although the SEI method is valuable it benefits from its extension with organizational risks. We extended the method with a list of organizational risks based in a model of critical success factors for ERP implementations. We also developed a risk management support system that helps risk management team to track and monitor these activities.

- Esteves J., Pastor J. 2004. "Proyectos ERP exitosos como base de ventajas competitivas", Revista de empresa, num. 9, Jul-Sept 2004, pp. 32-44.

Abstract

Este artículo presenta un modelo de FCE unificado para proyectos de implantación de sistemas ERP desarrollado mediante la aplicación del procedimiento de codificación del

método de investigación Grounded Theory usando un conjunto de listas de FCE anteriores a la nuestra. Hemos hallado un gran número de FCE, que hemos dividido en cuatro perspectivas: estratégica, táctica, organizacional y tecnológica. Cabe destacar que la mayoría de los factores establecidos pueden considerarse «clásicos», ya que no son exclusivos de los proyectos de implantación de sistemas ERP. Sin embargo, dada la complejidad de estos proyectos, aquí cada factor «cobra un mayor significado». El análisis de la documentación disponible sobre FCE muestra que el apoyo de la alta dirección es el factor más citado en un proceso de implantación de ERP, seguido de la gestión del cambio organizacional. Ninguno de ellos guarda relación con la tecnología, pero sí con las personas y el proceso, dado el trabajo que toda la empresa debe invertir en acometer un proyecto de esta naturaleza.

- Esteves J., Pastor J. 2004. "Using a Multimethod Research Approach to Research Enterprise Systems Implementations", Electronic Journal of Business Research Methods (EJBRM).

- Esteves J. 2005. "Addressing the justification of enterprise systems benefits: a desires and expectancy disconfirmation model", Americas conference on information systems, Omaha, 2005.

Abstract

This research-in-progress study proposes a research model to analyze the benefits of Enterprise Systems (ES), by using disconfirmation theory as a theoretical basis. We review and extend previous models by including the needs/desires of users as a disconfirmation construct and by separating needs/desires and expectations of the ES from the information provided by the ES. We suggest that both elements have an impact on the overall perceived net benefits of the ES used within an organization. Furthermore, dimensions of equity and attribution theories are explored as a process mediating the effects of these variables on satisfaction with the employee and the organization.

- Esteves J., Garot M. 2006. "Comparing ecitizenship development in Spanish and European Cities", European Conference on Egovernment, Marburg.

Abstract

This study reports the emerging findings of an exploratory study to investigate the extent to which eCitizenship is developed in Spanish and some European cities by assessing the web sites and services provided by each city. We have evaluated the different Internet information technology tools offered in each site such as forums, chats, surveys, blogs, email, and also we analyzed what topics are discussed within those forums, chats and surveys. The findings show that eCitizenship is in a premature stage.

- Esteves J., 2006. "Análise do desenvolvimento do Governo Electrónico Municipal em Portugal", Working paper, Instituto de Empresa Business School.

Abstract

O estudo, Análise do desenvolvimento do Governo Electrónico Municipal em Portugal, elaborado no marco da cátedra Software AG - Alianza Sumaq em eGovernment, pretende constituir-se como um referente para Portugal no relativo ao papel do Governo Electrónico no ámbito municipal e das regiões. A investigação realizada teve como objectivo a identificação do nivel de desenvolvimento dos serviços de governo electrónico no ámbito municipal em Portugal. Os resultados mostram que a maioria das cidades portuguesas não temu m crescimento sustentable e por fases no ámbito da estratégia de governo electrónico. O estudo ressalta a necessidade de uma estratégia a largo prazo na implantação do governo electrónico municipal de forma a que crie uma arquitectura digital sustentável.

- Esteves J., Joseph R. 2006. “Developing A Framework for the assessment of eGovernment Initiatives”, Americas Conference on Information Systems (AMCIS),.

Abstract

The area of egovernment has received increased attention over the last few years. Much of this interest is derived from growth and development of electronic commerce. In spite of the current developments many avenues in the area of e-government remain unexplored. One such area encompasses the determination of the value derived from the implementation of egovernment projects through comprehensive assessment. Assessment of Information Technology initiatives is conducted either as an ex-ante or ex-post procedure. In this study, we present an ex-post framework for the assessment of egovernment projects. Assessment is defined in terms of identifying the value of the egovernment project post implementation. We use the socio-technical model to create a three dimensional framework for the assessment of value of an egovernment initiative. The three dimensions presented are egovernment maturity level; stakeholders and assessment levels. Ultimately, this framework can be used as a tool locally, regionally and internationally to understand the true value that an egovernment initiative presents to its constituents.

- Esteves J., Amaral L., Cantelli E. 2006. “Synchronous Online Interviews as a Data Collection Technique: Strengths and Weakenesses”, European Conference on Business Research Methods (ECRM), Dublin, Ireland.

Abstract

This study reports the emerging findings of an exploratory study to investigate the extent to which eCitizenship is developed in Spanish and some European cities by assessing the web sites and services provided by each city. We have evaluated the different Internet information technology tools offered in each site such as forums, chats, surveys, blogs, email, and also we analyzed what topics are discussed within those forums, chats and surveys. The findings show that eCitizenship is in a premature stage.

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Abstract

Enterprise resource planning (ERP) is an amalgamation of a company's information systems designed to bind more closely a variety of company functions including human resources, inventories and financials while simultaneously linking the company to customers and vendors.This thesis is based on the theory of product life cycle, and the process of ERP is divided into four phase: planning, implementation, stabilization and improvement. Critical success factors in each phase are identified by paper research, case study and investigation. An ERP implementation process model based on the critical success factors (CSFs) is proposed in the paper.The thesis analyzes the global planning, stages and business process rebuilding in the process of QIHE pharmaceutical's ERP. Improvement on management and financing before and after ERP implementation are contrasted and we come to the following conclusions. (1) The CSFs in the planning phase is comprehensive investigation and evaluation. (2) The CSFs in the implementation phase is effective project management team. (3) The CSFs in the stabilization phase is appropriate information management system. (4) The CSFs in the improvement phase is change on demand and continue to innovate. (5) The CSFs throughout the product life cycle is business process rebuilding.

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Abstract

ERP implementations are complex undertakings. The purpose of this study is to establish ERP implementation model in China firms based on project life cycle theory. ERP implementation is an information system project. Drawing from literature research, case research, experts- interview, questionnaire investigation, a critical success factors model is developed that posits that ERP implementation is mostly influenced by top manager support, project champion, external experts, education & training, accuracy of data, project management factors. The research, divided the project of ERP implementation into programming, executive, stabilization, ascending four phases based on project life cycle, investigates the critical success factors in ERP implementation to provide a better understanding of the key factors leading to implementation success when planning ERP implementation projects and also provides researchers with a foundation for further empirical research.

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This paper reports on a novel approach to Enterprise Resource Planning (ERP) project implementation and introduces the use of a sense-making workshop to facilitate an improved shared understanding of the Critical Success Factors (CSFs) for the implementation of such an IT innovation. The sense-making workshop strives to overcome hindering knowledge barriers by raising stakeholder awareness through the development of a logically minimal Boolean expression (truth function) which promotes discussion and a shared understanding as to the project preparations required for the successful implementation of an ERP package in an organisational context. The design of the sense-making workshop requires participants to use a set of CSFs for ERP project implementation and a simple scenario in order to retrospectively make sense of the actions taken during the ERP project (represented in the scenario) and therefore represent their individual understanding as a truth function. A process of Boolean minimisation is then used (facilitated through the construction of a truth table and a prime implicant chart) to achieve logically maximum parsimony in the form of a logically minimal Boolean expression (truth function) which is representative of the workshop participants' shared understanding of the CSFs at play in the scenario.

Assess