| Author | Chakravarthy, Kishore V. |
| Call Number | AIT RSPR no. SM-99-30 |
| Subject(s) | Resource allocation
|
| Note | A research study submitted in partial fulfillment of the requirements for the degree of
Master of Business Administration, School of Management |
| Publisher | Asian Institute of Technology |
| Abstract | Using Information Technology (IT) does not mean setting up computers to manage jobs.
It also does not mean getting streamlined, creating transparent departments and
improving workflow. IT deployment is all this and much more. If one were to choose a
single word for defining the imp011ance and relevance of IT to organizations, it is
'oneness'. Enterprise Resource Planning (ERP) is a definition for this great commonality
that IT intends to transform most business processes into (3). Enterprise Resource
Planning, the holy grail of integrated information system promises benefits that range
from increased efficiency to transformations of quality, productivity and profitability.
ERP systems are expensive and take considerable time to implement compared to
conventional information systems, in many cases a matter of years, not months and can
cause lot of disruption in the process. Making int~grated ERP systems perform can be a
life changing experience for managers because of high costs to difficulties of installation.
The ways to fail at ERP 'implementation' outnumber the ways to succeed.
This study aims at identifying the factors critical for the successful implementation of
ERP systems. The study has been conducted in the companies in Australasian region that
have successfully implemented ERP systems. The analysis not only identifies the Critical
Success factors but also various other factors dealing with evaluation and selection of
ERP software, limitation and drawbacks of ERP and reasons for implementation failure.
It was evident in this survey that there are certain factors within the direct control of the
management of the company which have significant impact on the overall success of ERP
implementation. The foremost of these are a strong commitment to the project by senior
management from beginning till end, project team selection, project team empowerment
and presence of key line management in the project team. User involvement during the
implementation, end user training and change management were also rated highly. |
| Year | 1999 |
| Type | Research Study Project Report (RSPR) |
| School | School of Management (SOM) |
| Department | Other Field of Studies (No Department) |
| Academic Program/FoS | Master of Business Administration (MBA) (Publication code=SM) |
| Chairperson(s) | Swierczek, Fredric W. |
| Examination Committee(s) | Kim, Sanghoon;Raub, Steffen B. |
| Scholarship Donor(s) | AIT Partial Scholarship |
| Degree | Research Studies Project Report (M.B.A.) - Asian Institute of Technology, 1999 |