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Critical success factors in enterprise wide information management systems projects
Abstract
In the past several years many organizations have initiated enterprise-wide information management systems projects, using such packages as SAP, Peoplesoft, and Oracle. These projects often represent the single largest investment in an information systems project in the history of these companies, and in many cases the largest single investment in any corporate-wide project. These enterprise-wide information management systems projects bring about a host of new questions. Some of these questions and issues are:. How are these projects justified?. Do firms need to change their fundamental business processes, organizational structures, and business strategies to fit the package?. What are the technical challenges associated with implementing a large-scale package such as SAP?. What is the best way to implement a large-scale package: To work through the organization unit-by-unit? Or to use a cross-functional pproach?. What are the critical success factors in the implementation f a large-scale package?. What are the implications of these projects for the skill and knowledge requirements of the IT workforce? This paper will provide case studies of seven organizations implementing enterprise-wide information management systems projects and will provide insight into each of these questions based upon their experiences. 1. BACKGROUND: Some of the “success factors ” associated with large-scale client-server implementation projects include securing the support of top management (Beath, 1991), improving or “re-Permission to make digital or hard copies ofall or part ofthis work for personal or classroom we is granted without fee probided that copies are not made or distrihutcd for protit or commercial advantage and that copies bear this notice and the full citation on the first page. To Copy otherwise. to republish. to post on sewers or to redistribute to lists. requires prior specific permission and/or a fee. SIGCPR ‘99 New Orleans LA USA
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Cited by
Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change
Robey, D., Ross, J. W., & Boudreau, M.-C. (2002) · Journal of Management Information Systems · doi:10.1080/07421222.2002.11045713 · Cited by 1,023
Somers, T. M., & Nelson, K. (2005) · Proceedings of the 34th Annual Hawaii International Conference on System Sciences · doi:10.1109/hicss.2001.927129 · Cited by 873
Klaus, H., Rosemann, M., & Gable, G. G. (2000) · Information Systems Frontiers · doi:10.1023/a:1026543906354 · Cited by 701
A taxonomy of players and activities across the ERP project life cycle
Somers, T. M., & Nelson, K. G. (2004) · Information & Management · doi:10.1016/s0378-7206(03)00023-5 · Cited by 694
Risk management in ERP project introduction: Review of the literature
Aloini, D., Dulmin, R., & Mininno, V. (2007) · Information & Management · doi:10.1016/j.im.2007.05.004 · Cited by 423
Metadata
- Authors
- Sumner, M.
- Venue
- Proceedings of the 1999 ACM SIGCPR conference on Computer personnel research
- Publisher
- ACM
- Published
- 1999-04
- Pages
- 297-303
- OpenAlex
- W2023664387
- Cited by
- 428
- References
- 0
- FWCI
- 27.13
- Type
- conference paper
- Language
- en
- Open access
- closed
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- Sumner, M. (1999). Critical success factors in enterprise wide information management systems projects. Proceedings of the 1999 ACM SIGCPR conference on Computer personnel research. https://doi.org/10.1145/299513.299722
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