Complementing traditional information systems implementation methodologies for successful ERP system implementations.

摘要

This research examines a particular type of highly-customizable packaged software: Enterprise Resource Planning (ERP) systems. These systems have immense operational and decision-oriented strategic capabilities encompassing virtually every aspect of modern organizational functions. ERP systems are costly to implement, averaging {dollar}10.6 million per implementation (Meta Group 1998). Yet, no specific proven implementation methodologies have been established for ERP systems. ERP system implementers are at a disadvantage in knowing how best to implement ERP systems without proven methodologies.; While ERP systems may be considered a new type of information system, in that they encompass a broad organizational scope and offer enhanced decision making capabilities, they are still information systems. This research examines the methodologies available to implement ERP systems by focusing on traditional systems implementation methodologies and by also examining the related information systems areas of business process reengineering, outsourcing, and project management. This research searches for techniques contained in the related literatures that might also apply to ERP system implementations, seeking to understand whether and how each technique may contribute to the success or failure of an ERP system implementation.; Case study methodology and hypothetico-deductive logic are utilized to evaluate the applicability of the lessons contained in the related literatures to the ERP system implementation problem. Hypothetico-deductive logic is often used in science to explain phenomena. It builds upon the logic underlying a valid deductive argument, which states that if the premises provided by the argument are found to be true, then the conclusion must also be true.; Fourteen ERP system implementations case studies are examined. Three cases represent failed implementations. Three other cases represent situations where implementations were headed for failure but then resurrected. Eight cases represent successful implementations.; Five factors appearing in the related literatures of business process reengineering, project management, and outsourcing are found by this research to ALWAYS be present in successful BPR system implementations and ALWAYS ABSENT in failed implementations. This important finding establishes a basis for future research to discover whether other necessary factors that must also be present for success and to learn more about the particulars of the parameters surrounding each factor.