...INTERNATIONAL JOURNAL OF COMPUTERS Issue 4, Volume 6, 2012 Strategic and tactical success factors in ERP system implementation K. Curko1, D. Stepanic2, M. Varga3 Abstract— In order to successfully implement an ERP system it is necessary to properly balance critical success factors. By researching what the critical success factors in ERP implementation are, why they are critical, and to what extent they are relevant to users, consultants and suppliers, this paper seeks to identify critical success factors in ERP implementation and to understand the impact of each factor on the success of ERP system introduction. This paper lists ten critical success factors (CSF) providing two points of view: strategic and tactical. These are: top management support, a business plan and vision, top management support, change management program, project management, implementation strategies, project team, business process modeling and minimal customizations, monitoring and performance evaluation, software development, testing and troubleshooting, legacy systems. Keywords— ERP implementation, critical success factors, IT project, management I. INTRODUCTION Complex IT projects, such as developing and especially implementing ERP systems often fail. Many studies indicate a small success rate in terms of exceeding the time limit, budget and poor functionality of the new system. Successful ERP projects bring great benefits to the company, but can also be devastating to organizations...
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...1. In “The real success factors on projects” Terry Cook-Davies presents several factors that can lead to success of individual projects, project management success and the difference between success factors and success criteria. In one page, discuss how the NTCP model presented in class affects his conclusions. In the article “The ‘‘real’’ success factors on projects” Cooke-Davies mentions 12 factors for ensuring the success of a project. Cooke-Davies differentiates between project success and project management success. He distinguishes success criteria which he describes as the benchmark to gauge success or failure and success factors which are management inputs that lead to project successes. In addition, he puts light on the existence of a relationship between project management and operations management before showing us how a successful project aligns with corporate success. On the other hand the NTCP is a part of adaptive project management approach that helps managers classify complex projects according to four dimensions namely novelty, technology, complexity, and pace. As per Cooke-Davies, project failure happens due to inadequate knowledge on the 12 critical factors while the NTCP model shows that whenever a project fails, there is always a mismatch between the risk profile of that project and the management style used to tackle it. Unlike Cooke-Davies, the diamond model goes beyond the Iron triangle of cost, time and quality and assigns the responsibility of attaining...
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...PROJECT MANAGEMENT INDIVIDUAL ASSIGNMENT ANSWER-1 In the article “The ‘‘real’’ success factors on projects” Cooke-Davies mentions 12 factors for ensuring the success of a project. Cooke-Davies differentiates between project success and project management success. He distinguishes success criteria which he describes as the benchmark to gauge success or failure and success factors which are management inputs that lead to project successes. In addition, he puts light on the existence of a relationship between project management and operations management before showing us how a successful project aligns with corporate success. On the other hand the NTCP is a part of adaptive project management approach that helps managers classify complex projects according to four dimensions namely novelty, technology, complexity, and pace. As per Cooke-Davies, project failure happens due to inadequate knowledge on the 12 critical factors while the NTCP model shows that whenever a project fails, there is always a mismatch between the risk profile of that project and the management style used to tackle it. Unlike Cooke-Davies, the diamond model goes beyond the Iron triangle of cost, time and quality and assigns the responsibility of attaining the metrics for project success solely on the manager thereby professing a unique style of management as required by that project. So at the start a manager must ask "What are the major sources of complexity and risk on this project?" and “What are...
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...Asekeen, S. (n.d). Project Management – Advantages and Disadvantages. Civil Engineers Forum. Bakar, A., Razak, A., Abdullah, S., & Awang, A. (n.d). Project management success factor for sustainable housing: a framework. 1-16. Bernstein, P. (1998). Against the Gods: The Remarkable Story of Risk. New York: John Weiley & son. Burgues, N., & Guino, E. (n.d). Limitation of project management when managing research: an emprical study at the Barcelona Supercomputing Center. The International Journal of Management, 1-20. Chester, M., & Hendrickson, C. (2005). Cost impacts, schedulling impacts and claims process during construction. Journal of construction engineering and management, 1-6. Chua, D., Kog, Y., & Loh, P. (1999). Critical success factors for different project objectives. Journal of Construction Engineering and Management, 142-150. Retrieved from https://books.google.com.my/books?id=vFfFBAAAQBAJ&pg=PA83&lpg=PA83&dq=Chua+DKH,+Kog+YC,+Loh+PK+(1999),+%E2%80%9CCritical+success+factors+for+different+project+objectives.%E2%80%9D+Journal+of+Construction+Engineering+and+Management,+pp.+142-150&source=bl&o Eng, C., & Lim, W. (2009). The Roles of IS Project Critical Success Factors: A Relevatory Case. International Conference on Information Systems (ICIS), 1-19. Flyvbjerg, B., Holm, & Buhl, S. (2003). How common and how large are cost overruns in transport infrastructure projects? Flyvbjerg, Bent, Holm, Skamris, M., Buhl, &...
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...jpg | Course | BUSI1329: Project Management | Course School/Level | BU/UG | Coursework | Individual Work | Assessment Weight | 70.00% | Tutor | CJ Allen | Submission Deadline | 21/03/2013 | Coursework is receipted on the understanding that it is the student's own work and that it has not, in whole or part, been presented elsewhere for assessment. Where material has been used from other sources it has been properly acknowledged in accordance with the University's Regulations regarding Cheating and Plagiarism. | 000705791 https://nelson.gre.ac.uk/gengifs/uog_barcodex.gif 0 0 0 7 0 5 7 9 1 https://nelson.gre.ac.uk/gengifs/uog_barcodex.gif Zara Alia Tutor's comments | Grade Awarded___________ | For Office Use Only__________ | Final Grade_________ | Moderation required: yes/no | Tutor______________________ | Date _______________ | PROJECT MANAGEMENT- Individual Assessment Evaluate the importance of people management as part of project management Project management is relatively a new and a modern day concept which has evolved over the last three decades. As the name connotes, it relates to the management of a project irrespective of its nature. A project may not be deemed to be a project until it has been completed according to the model conceived by its sponsor(s). This means that a project cannot be set to have been executed...
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...2. Project Management 3 2.1 Definition of Project Management 3 2.2 Advantages and Disadvantages in Project Management 5 2.3 Success Factors in Projects 6 2.4 Control Project Progress 7 3. Project Risk Management 8 3.1 The Risk Management Process 8 3.2 Definition of Risk 10 3.3 Managing Risk 10 3.4 Identify Risks 11 3.5 Risk Quantification 14 3.6 Plan Risk Response / Methods 14 3.7 Risk Monitoring 18 4. The Organization of an International Conference in Paris, France 19 4.1 Project Identification 19 4.2 Classified the Project 20 4.3 Identification of Risks and measures to minimize the risk 21 5. Conclusion 23 6. List of Illustrations 24 1. Introduction The planned International Conference – “Launching Strategy of a new product”, reported to our management and sales persons is a new Project and has to be well organized and effectively realized. To ensure that the project leads to a suitable performance and to improve project success, a Risk Management Plan needs to be developed very early in the planning stage. For the project success, it is essential that potential risks are identified, categorized and evaluated. This seminar paper focuses on the relationship between the project organization and the application of risk management and the importance of implementing a Risk Management system to achieve the project objectives. This paper is subdivided into three parts, Project Management, Project Risk...
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...THE BRITISH COMPUTER SOCIETY Case Study of Successful Complex IT Projects AUGUST 2006 Case Study of Successful, Complex IT Projects Table of Contents Executive Summary .......................................................................................................3 Introduction....................................................................................................................5 Background to the study ............................................................................................5 The complexity of IT projects....................................................................................6 Part I: Research Methodology .....................................................................................11 Part II: Case Description..............................................................................................14 eCourier company background ................................................................................14 eCourier industry background..................................................................................16 eCourier technological issues ..................................................................................16 LogicaCMG company background..........................................................................17 LogicaCMG industry background ...........................................................................18 LogicaCMG technological issues ...............................
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...Knowledge of Cultures and Politics as Critical Success Factors in Enhancing Managers Success in Managing International Business Dzulfakar Bin Abdullah (Student no: 20131241445) UiTM Programme Code : BM 995 (Doctor of Philosophy in Business Management) Course Code : MGT 950 (Global Strategic Sustainable Management) Assignment 3: Theoretical Paper Lecturer : AP Dr Roshidi Hassan ABSTRACT Business life in the new millennium is becoming increasingly global. The concepts of globalization apply to both large multi-national corporations as well as to local organizations. Knowledge of local culture and politics has become critical success factors (CFSs) for multi-national corporations in their effort for global expansion. Thus in enhancing the success of managing international business (IB) managers must have knowledge of local cultures and political situations. Research on the impact of local culture and political stability on successful management of international business has become of interest only recently due to globalization process. The paper reviews several literatures that try to prove that knowledge of culture and political situation as CFSs for the success of managing international business. Keywords: Critical Success Factors (CFSs), Knowledge, Culture, Politics, International Business, Success. Knowledge of Cultures and Politics as Critical Success Factors in Enhancing Managers Success in Managing International Business Introduction Globalization...
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...personality attributes and project management approaches Every project needs a huge effort in management; therefore project managers play a vital role for the leadership capability of the organizations. The factor that leads to project success received a lot of attention by doing various research on this field and the personality of project manager is one of these factors, so personality deemed a complex system that contain many traits. Many researchers argued that the efficient project manager is an essential factor to reach the success desired. This evaluation discusses the strong relationship between the project manager's personality and the project outcomes. The importance of project manager's personality In the field of project management, the project outcomes are affected by several factors, such as project manager's personality. Dvir, Sadeh, and Malach-Pines (2006), cited from many researchers like Thamhain and Wilemon (1977) did not deny the key role that project managers play to achieve the success and the effectiveness of them relies on their style of leadership and the environment of work. Moreover, Brown and Eisenhardt (1995) mentioned that the influence of the project leader is on the performance and the effectiveness of the product. In addition, Lechler found that the success of the project depends on human factors. According to Thal, and Bedingfield (2010), the primary researches that discuss the successful project managers focused on determining...
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...ASSIGNMENT: PROJECT MANAGEMENT ORGANISATION AND SYSTEMS UNIT CODE: 5U7Z0046 | | QUESTION 1 Submitted by: SOLA SANDRA 8th April, 2015 Table of Contents 1.0 Introduction 1 1.1 Organizational influences and project life cycle 3 2.0 Project Failure 4 2.1 Poor project and program management 4 2.2 Lack of executive-level support 7 2.3 No linkage to the business strategy. 8 3.0 External environment 10 4.0 Conclusion 11 REREFENCES…………………………………………………………………………………..12 i ABBREVATIONS PMI Project Management Institute DEPT Department FBI Federal Bureau of Investigations USA United States of America IT Information Technology ii Question Identify the major organizational and systems factors that cause project failure. Consider two or three factors, justifying your selection in a critical analysis of these project management topics and utilizing examples from practice to illustrate your account. You are also required to demonstrate a critical awareness of how the global environment informs professional practice, in respect of this factor 1.0 Introduction An organization is a body that performs either project work or operational work. Operational works are usually repetitive in nature whereas projects have timelines. This is what makes projects unique in nature and difficult to manage. Projects can also be grouped into two groups, those that perform social work...
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...Human resources management main role in information technology Project management Hamed Tohidi Reference Tohidi, H. (2011). Human Resources Management main role in Information Technology project management. Procedia Computer Science, 3, 925-929. Purpose The purpose of this article is to emphasize the role of human resource management in information technology projects as one of the effective factors that leads to successful projects. The author includes information about project manager responsibilities, factors that effect on the success of project management and method of research. The conducted survey has been issued to priories the human resource management three aspects which are individual factors, job-related factors and organizations factors. Those three factors have been prioritized based on questionnaire which took place on an information technology department in government agency. Key Information The project manager Due to the rapid development of information technology projects, the social and human resources management been effected negatively. Project managers are responsible to create new strategies to improve performance, prevent possible risks, and make decisions. Because of that, managers share these responsibilities with the human resource management professionals taking an account of several concerns. Those considerations are related to main strategies and project planning with human resource management principles and their timely implementation...
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...The following case is a typical example where Top Management Support was a critical factor in project success and how it would have been better in developing top management Support in the project to get a border outcome. Most of the information about the case was found out by interviewing the project team in the start. This showed one side of the project which was the successfulness of the project. The documents the project team was using and the path they were taking was an ideal in establishing the requirements. They used high level planning; Prince 2 as guidelines, used tools such as Work breakdown structures, timelines, Project Charter, change request forms, project statues reports to have a structure and also measure performance throughout the project. As the information was gathered regarding the project team, they showed maturity and consistency in gaining project successes. After understanding the importance of top management and its role in project success, the report was drawn in to inspecting sights from the top managements view. This led an opening to the case where they had a controversial argument in the success of the project. Top managers in this case had given written document to the project team stating the requirement which needed to be changed on the website, which was ultimately a redesign of the old web page. According to the top management, the new development of the website didn’t perform to the expectations of the managerial broad. As the expectations...
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...academic world. Mr. Silver is a good teacher seeking tenure in a business school and who would like to have his work published. His area of expertise is project management and he hopes to see the ideas propagated in his articles make a difference in the world of project management (Goldratt, 1997). He soon realizes that the ideas and the theories that are currently in use in project management are outdated and incomprehensive and as a result, projects often delay and not completed in time (Goldratt, 1997). In his attempts to pass his ideas and concepts on better methods of project management, he encounters the fact that the content given in business schools is outdated. The therefore is convinced that business schools should revise their curriculum to accommodate the changes that occur in the business world. If the changes do not happen soon, then what the business schools teach their learners will soon be obsolete (Goldratt, 1997). The focus of the book is the shift of project management from the critical path method to the critical chain method of project management. Likewise, the focus of this paper shall be to show the necessity for the shift from the critical path method to the critical chain method and its comparative advantage to the process that is project management. Critical Measures of Project Success Bambrick (2011) in his paper titled A...
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...critical success factors for Six Sigma implementation Sunil Sharma Faculty of Management Studies, University of Delhi, Delhi, India, and 294 Anuradha R. Chetiya Department of Mathematics and Statistics, Ramjas College, University of Delhi, Delhi, India Abstract Purpose – The success of Six Sigma implementation is known to depend on a number of critical factors. The purpose of this paper is to explore and analyse Six Sigma critical success factors (CSFs) in the context of Indian manufacturing organizations. Design/methodology/approach – Although Six Sigma success factors have been amply researched in the global context, in this paper, a maiden attempt is made to identify, through an extensive literature review, the CSFs for Six Sigma implementation followed by their validation and prioritization using primary data collection from Indian companies. A total of 22 CSFs have thus been compiled through an extensive literature review. These CSFs are then validated through an empirical research of select Indian manufacturing companies at various stages of implementation of the Six Sigma process improvement methodology. Findings – A factor analysis was used to finally reduce the 22 factors to seven groups of underlying CSFs, the top factors being use of right tools, measurement assurance, innovation and supplier collaboration. Based on the factors extracted, a Six Sigma adoption model has been proposed in the Asian context. Research limitations/implications – The factor analysis...
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...Defining Excellence in Project Management Course Professor Vasileios Paliktzoglou ROBERT KENNEDY COLLEGE 2010 1 Table of Contents 1. Introduction ............................................................................................................................... 3 2. Identify Project Constraint ................................................................................................... 3 Figure 1: A process for defining success criteria ..................................................... 3 Figure 2: Flexibility Diagram ........................................................................................... 3 3. Factors Which Change Cost Over Time ........................................................................... 4 Figure 3: Cost Changing Factors ..................................................................................... 4 4. Case Studies ................................................................................................................................ 5 4.1 Overview .............................................................................................................................. 5 4.2 Case Study 1: Concorde .................................................................................................. 5 4.3 Case Study 2: UK Passport Agency ............................................................................ 5 4.4 Statistic Survey ...........................................................
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