ASSIGNMENT # 2

ENTERPRISE RESOURCE PLANING (ERP)

Summary of Chapter 8 Critical Success Factors Revisited: A Model for ERP Project Implementation

The paper Critical

Success Factors Re-visited: A Model for ERP Project Implementation by

Anne Parr and Graeme Shanks, from a book Second-Wave Enterprise Resource Planning
Systems present a project phase model of ERP implementation projects that is a synthesis of
existing ERP implementation process models and focuses on the implementation project. Two
case studies of ERP implementation within the same organization, one unsuccessful and a
later one successful, are reported and analysed to determine which critical success factors are
necessary within each phase of the project phase model.
The rst case (Oilco) concerns the implementation of an ERP into the Australian and New
Zealand subsidiaries of a multinational oil company. The second (Exploreco) is an Australian
implementation of an ERP into the exploration arm of the same company, a few years later.
Both cases were perceived within each company to have been successful in that they have
brought considerable benets to the companies. But, they differed in terms of the challenge
idea of success dened above. The Oilco implementation went significantly over finances and
over time. The implementation also concerned development of an oil-enterprise specic
module. Although finally signicant benets had been completed, the project itself went
signicantly over budget and over time. Exploreco alternatively came in under budget, and
inside two years of its time allocation. this case, in particular, became idea by using all
individuals to have been a version of successful project implementation that had incorporated
the knowledge received from the parent companys in advance implementation.
The case examine effects advocate that a model that focuses entirely at the challenge and the
factors that are critical at each section is precious each to researchers and to practitioners.
Care become taken internally to improve validity by the usage of multiple assets of statistics
and a couple of viewpoints, and the instances have been decided on to illustrate a transition
from failure to achievement. Collectively, these factors mean that a renement and
classication of ERP systems is needed, after which it is going to be viable to reinforce the
ndings through application of the PPM to further cases, and to test it towards cases which
look like signicantly similar and multiple.
The project phase model is used as a lens for understanding ERP implementation projects,
by highlighting the differences between the two cases. They then offer an explanation for
these differences, focusing particularly on the successful case. First, the organizational
learning that occurred during the unsuccessful project and the associated early appointment of
an experienced champion with clearly dened responsibilities were critical to the successful
project. Second, organizations implementing ERP systems should partition large projects into
several smaller, simpler projects identied here as vanilla implementations. The project
phase model, together with associated critical success factors, provides guidance for
practitioners when planning ERP implementation projects, and also provides researchers with
a foundation for further empirical research.