1 / 22

Research Objectives

An Empirical Study on Critical Success Factors for Enterprise Systems Implementation Fiona Nah and Janet Lau College of Business Administration University of Nebraska-Lincoln. Research Objectives. Identify Critical Success Factors (CSFs) for ERP Implementation What are they?

bela
Télécharger la présentation

Research Objectives

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. An Empirical Study onCritical Success Factors for Enterprise Systems ImplementationFiona Nah and Janet LauCollege of Business Administration University of Nebraska-Lincoln

  2. Research Objectives • Identify Critical Success Factors (CSFs) for ERP Implementation • What are they? • Degree of criticalness of each factor? • From CIOs, implementers, vendors, consultants, and end-users perspectives • This presentation reports findings from CIOs

  3. Research Procedures • Through a comprehensive review of the literature, eleven factors were found to be critical to ERP implementation success • These factors were classified into the respective phases (chartering, project, shakedown, onward and upward) of the ERP life cycle model proposed by Markus and Tanis • The survey was mailed out to the CIOs of Fortune 1000 companies • Option to reply by mail or thru’ our web site

  4. The Eleven CSFs Identified

  5. Top Management Support Business Plan & Vision BPR & Minimum Customization Communication Software Development, Testing & Troubleshooting Project Champion ERP Teamwork & Composition Change Management Program and Culture Project Management Monitoring and Evaluation of Performance Appropriate Business & IT Legacy Systems x x x Bingi, Sharma & Godla (1999) x x x x Buckhout, Frey & Nemec (1999) x x x x Falkowski, Pedigo, Smith & Swanson (1998) x x X x x x x x x Holland, Light & Gibson (1999) x x X x x x x x Roberts & Barrar (1992) x  x x x x x x x Rosario (2000) x x X x x Scheer & Habermann (2000) x Stefanou (1999) x x x x x Sumner (1999) x x X x x x x x x Wee (2000) x x X

  6. Process Theory Approach by Markus and Tanis • chartering -- decisions defining the business case and solution constraints; • project -- getting system and end users up and running; • shakedown -- stabilizing, eliminating "bugs", getting to normal operations; • onward and upward -- maintaining systems, supporting users, getting results, upgrading, system extensions.

  7. PREPARATION ANALYSIS DESIGN IMPLEMENTATION MAINTENANCE ONWARD & UPWARD CHARTERING PHASE PROJECT PHASE SHAKEDOWN PHASE ERP Teamwork & Composition Top Management Support Business Vision Business Plan & Vision Effective Communication Project Management Project Champion Appropriate Business & IT Legacy Syst Change Mgmt. Program & Culture BPR & Minimum Customization S/W Dev, Testing & Troubleshooting Monitoring & Evaluation of Performance Classification of CSFs into Markus and Tanis' ERP Life Cycle Model

  8. Survey Responses • Total responses to date -- 70 • by mail – 64 • thru’ website – 6 • Implementing or implemented ERP – 49 • Not implemented ERP – 21

  9. Appropriate Business & IT Legacy Systems Business Plan & Vision BPR Change Management Culture & Program Communication ERP Teamwork & Composition Monitoring & Evaluation of Performance Project Champion Project Management Software Development, Testing & Troubleshooting Top Management Support Extremely critical & important for success 9 20 23 31 21 33 20 36 30 15 37 Critical & important for success 20 24 14 11 24 14 20 9 18 27 11 Somewhat critical & important for success 11 4 9 6 4 2 7 3 1 7 1 Important but not critical / necessary for success 5 1 3 1 2 1 Neither critical nor important for success 4 Survey Results from CIOs

  10. Survey Results Factors Average Rating Factors

  11. Appropriate Business & IT Legacy Systems • Extremely critical & important for success - 9 • Critical & important for success - 20 • Somewhat critical & important for success - 11 • Important but not critical / necessary for success - 5 • Neither critical nor important for success - 4

  12. Business Plan & Vision • Extremely critical & important for success - 20 • Critical & important for success - 24 • Somewhat critical & important for success - 4 • Important but not critical / necessary for success - 1 • Neither critical nor important for success - 0

  13. Business Process Reengineering • Extremely critical & important for success - 23 • Critical & important for success - 14 • Somewhat critical & important for success - 9 • Important but not critical / necessary for success - 3 • Neither critical nor important for success - 0

  14. Change Management Culture & Program • Extremely critical & important for success - 31 • Critical & important for success - 11 • Somewhat critical & important for success - 6 • Important but not critical / necessary for success - 1 • Neither critical nor important for success - 0

  15. Communication • Extremely critical & important for success - 21 • Critical & important for success - 24 • Somewhat critical & important for success - 4 • Important but not critical / necessary for success - 0 • Neither critical nor important for success - 0

  16. ERP Teamwork & Composition • Extremely critical & important for success -33 • Critical & important for success - 14 • Somewhat critical & important for success - 2 • Important but not critical / necessary for success - 0 • Neither critical nor important for success - 0

  17. Monitoring & Evaluation of Performance • Extremely critical & important for success - 20 • Critical & important for success - 20 • Somewhat critical & important for success - 7 • Important but not critical / necessary for success - 2 • Neither critical nor important for success - 0

  18. Project Champion • Extremely critical & important for success - 36 • Critical & important for success - 9 • Somewhat critical & important for success - 3 • Important but not critical / necessary for success - 1 • Neither critical nor important for success - 0

  19. Project Management • Extremely critical & important for success - 30 • Critical & important for success - 18 • Somewhat critical & important for success - 1 • Important but not critical / necessary for success - 0 • Neither critical nor important for success - 0

  20. Software Development, Testing & Troubleshooting • Extremely critical & important for success - 15 • Critical & important for success - 27 • Somewhat critical & important for success - 7 • Important but not critical / necessary for success - 0 • Neither critical nor important for success - 0

  21. Top Management Support • Extremely critical & important for success - 37 • Critical & important for success - 11 • Somewhat critical & important for success - 1 • Important but not critical / necessary for success - 0 • Neither critical nor important for success - 0

  22. Conclusions • According to the survey results, • top mgmt. support, ERP composition & teamwork, project champion, project management, and change management culture & program received the highest ratings • Future research will include ratings by implementers, vendors, consultants, and end-users

More Related