Developing a practical framework for ERP project implementation: A proposed research design

Abstract

The implementation of Enterprise Resource Planning (ERP) systems is famous for mismanagement, unfulfilled expectations, and even outright failure. While some organizations undertaking this effort manage to report on-time schedules, intact budgets, and systems capable of providing measurable value to the organization, this is the exception rather than the rule. The objective of this research project is to focus on organizational reliability. This paper will delineate a proposed research design that will enable one to quantify the impact of organizational factors on ERP projects. Those factors will be classified in five broad categories: risk factors, expectations, resources, organizational competence, and consequences. The benefit of this research will be threefold: 1) to assess organizational readiness for undertaking an ERP project, 2) to identify areas of weakness within an organization, and 3) to predict with confidence the outcome of the ERP project in terms of common project metrics (budget, schedule, system capability, etc.). In practice, this would enable ERP project managers to possess a comprehensive understanding of project vulnerability and allow them to strengthen areas of weakness prior to project implementation.