Resultados del modelo de doble fase

Vilpola, I. (2008). A method for improving erp implementation success by the principles and process of user-centred design. Enterprise Information Systems, 2(1), 47-76.

http://dx.doi.org/10.1080/17517570701793848

Abstract. Enterprise resource planning (ERP) systems are implemented to increase the productivity and operational efficiency of companies. However, the implementation activities and changes within operational processes pose a temporary threat to productivity. Reported difficulties in implementation projects frequently relate to organisational and human-centred issues; like the ability and motivation of the organisation to accept the new ERP system. User-centred design (UCD) is a

multidisciplinary process that aims at improving human working conditions by early user involvement in the system design, e. g. user observation or usability testing. UCD was originally developed for the design of interactive computer systems. The underlying question for this research is how the principles and process of UCD can be applied to ensure the usability of an ERP system. This article presents: first, a literature review of ERP implementations; second, a literature review of UCD applications; third, a method to combine the UCD and ERP system implementation processes; and finally a discussion of the UCD approach for ERP implementation.

Summary. The focus of this study is on “commercial off the shelf” systems and

companies that buy these types of systems in order to gain the benefits of the systems’ best practices while improving the time to implement the systems in organizations. As

with the other studies in this annotated bibliography, there is an emphasis on aligning the business processes with the standard processes of the ERP system as a means of shortening implementation timelines. A key success factor is to monitor the evolution of the project and adjust project activities as an ongoing activity. This article ties into a key theme of this study by identifying one of the critical success factors of ERP

implementations as the need to plan for the continual upgrade and maintenance of the system to ensure its fit to the business over the system’s lifetime.

Wu, L. , Ong, C. , & Hsu, Y (2008). Active erp implementation management: A real options perspective. Journal of Systems and Software, 81(6), 1039-1050.

http://dx.doi.org/10.1016/j.jss.2007.10.004

Abstract. Although enterprise resources planning (ERP) implementation has been one of the most significant challenges of the last decade, it comes with a surprisingly high failure rate due to its high risk nature. The risks of ERP implementation, which involve both technical and social uncertainties, must to be effectively managed. Traditional ERP practices address the implementation of ERP as a static process. Such practices focus on structure, not on ERP as something that will meet the needs of a changing organization. As a result, many relevant uncertainties that cannot be predefined are not

accommodated, and cause the implementation to fail in the form of project delay and cost overruns. The objective of this paper is to propose an active ERP implementation management perspective to manage ERP risks based on the Real Options (RO) theory, which addresses uncertainties over time, resolves uncertainties in changing

managers can improve their flexibility, take appropriate action to respond to the often- changing ERP environment, and achieve a more successful ERP implementation. (C) 2007 Elsevier Inc. All rights reserved.

Summary. This article examines a variety of different models in its analysis of ERP implementations and their success factors, but the clear focus of the study is to look at how the organizational culture and business can be intertwined with the technology in order to successfully implement a complex system like an ERP system. The authors review the options theory, which describes the uncertainties of these kinds of projects and seeks to provide a means to control those uncertainties. This article ties into the critical success factors of this study in that it examines the risks that cannot be predicted initially and how to deal with them effectively when they pose a problem during the project implementation.

Conclusion

ERP systems are complex in nature but offer wide ranging benefits in terms of providing a unified view of an organization’s critical business functions and accompanying data (Umble, Haft & Umble, 2003). Due to the complexity of these systems, ERP implementation projects frequently go over budget and schedule and fail to meet requirements (Chen, Law & Yang, 2009). The importance of these systems and the historic challenges in successfully

implementing them led to this review of literature that is dedicated to the identification of key success factors that positively influence ERP implementation projects.

Common topics emerge from an examination of the data that is produced from both qualitative and quantitative research on the topic. These topics are: (a) ERP project critical success factors, (b) ERP implementation project stakeholders, and (c) history and background of ERP software. A review of the common elements within each topic is provided below with an explanation of how the individual findings relate to proposed solutions.

ERP Project Critical Success Factors

Each of the articles outlined in the annotated bibliography discusses the importance of knowing the critical success factors before implementing an ERP system and managing the factors throughout the project, not only from a project management standpoint, but also from the perspective of other project stakeholders. In review of the reference sources in the

annotated bibliography common themes emerge that identify the major success factors. Organizational change control. Organizational change control is accomplished through the provision of ongoing informative communication and management support throughout the ERP implementation project (Ram, Corkindale, & Wu, 2013). Because the implementation of an ERP is a major change for a company, understanding and communicating the benefits of the tool and securing the commitment of the company to the project are important to keep end users informed and in support of the changes that affect them (Ha & Ahn, 2014).

Dedicated project management. The project manager not only guides the ERP implementation project, but monitors all elements of cost, timeline, and quality (Mabert, Soni, & Venkataramanan, 2003). These elements are in constant change throughout an ERP project, so the project manager and project team must be aware of these changes and react to

them appropriately in order to make the adjustments necessary to deliver the project on time, on budget, and according to requirements (Mabert, Soni & Venkataramanan, 2003).

Management of expectations. ERP systems have been known to deliver many benefits: process efficiencies, best practice functionality, real-time access to interdepartmental data, and key financial performance indicators (Mabert, Soni & Venkataramanan, 2003). Ensuring that management expectations are understood and attainable, as well as understanding how all levels of the organization can influence the outcome, is key to maintaining control of the project and delivering a final product that meets expectations (Ha and Ahn, 2014). ERP Implementation Project Stakeholders

Defining stakeholders and managing their expectations is also a key component of successful ERP implementation projects. The articles reviewed delve into the importance of seeing beyond the standard stakeholder groups such as the steering committee members and the sponsor to also understand how departmental management can be crucial to maintaining communication with the end users of the system and also influencing their involvement in and acceptance of the system. A common theme in the literature is that organizational change can be difficult for all stakeholders but is crucial to the success of a complex system like an ERP (Boonstra, & Govers, 2009; Chen, Law, & Yang, 2009). One means to positively influence a key stakeholder group in ERP implementations that was recommended by Ferratt, Ahire, and De (2006) is to include training on the management of large projects to the training plans of organizational executives to further their skills in overseeing these large scale projects.

in managing their expectations and helping them to understand the effort, cost, and time involved in an ERP implementation.

History and Background of ERP Software

It is important to understand the difference between an ERP system and other software packages. A review of the history of ERP systems and how they have evolved into interrelated systems that span the entire organization helps to build the case that these projects require well-planned implementations and thorough reviews of all success factors. The articles that are selected for their information on the history of ERP systems demonstrate that ERP

implementations result in not only important technology changes, but also require many organizational and process changes in order to gain the benefits from new functionality and efficiencies through the integrated architecture of the software. Vilpola (2008) notes that ERP implementation projects pose temporary threats to productivity and that organizations must have the ability and motivation to accept the new ERP systems in order for the

implementations to be successful. Wu, Hong, and Hsu (2008) note that ERP implementation projects have historically high failure rates due to risks posed by technical and social

uncertainties that must be managed in order to be effectively mitigated.

ERP system implementations are oftentimes over budget, go past deadline and may not deliver on the quality originally proposed (Chen, Law & Yang, 2009). Because of high failure rates as well as the expense of the software itself, it becomes more and more important to understand how to improve the likelihood of a successful ERP implementation (Chen, Law, & Yang, 2009). The material gathered in this study provides a picture of the factors that have historically influenced project success and a basis for further study of the important elements

that provide anticipated value to the company. Of the many critical success factors identified, it is essential to determine those that are most relevant for the specific ERP project, the company sponsoring the effort, and the organizational culture. A focus on the relevant success factors will help an organization to navigate the ensuing changes and adapt as necessary once the implementation is complete.

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