Enterprise resource planning: the role of the CIO and it function in ERP

Abstract

Serious neglect in ERP implementations in securing the most effective roles for the CIO and IT function has been identified. Moreover, in case studies failures in this area have been found to be correlated strongly to subsequent difficulties in achieving delivery and business value. Several ways in which the CIO and IT function are asleep at the wheel on ERP are spelled out. The more effective capabilities and organizational and cultural practices that explain ERP, and indeed wider IT, success are detailed. Three asleep modes and one main wide-awake set of capabilities and practices in ERP implementations are identified and described: 1. technological determinism, 2. supplier/consultant driven, and 3. outdated relationships and capabilities. There are four main components of the wide-awake mode: 1. user vs. specialist focus, 2. governance and staffing, 3. time box philosophy, and 4. the supplier/consultant role in ERP.