Amgad Badewi, PhD, MSP AP, PMP, ITIL

The success of ERP has been discussed extensively throughout the last decade. However, this research offers a new lens for understanding this success through combining project management theory with institutional theory. Based on neo-institutional theory, it is proposed that the more the Project Management (PM) and Benefits Management (BM) are used as practice and governance frameworks in an organization, the more it is able to use them in ERP projects since they become part of its… Show more

The success of ERP has been discussed extensively throughout the last decade. However, this research offers a new lens for understanding this success through combining project management theory with institutional theory. Based on neo-institutional theory, it is proposed that the more the Project Management (PM) and Benefits Management (BM) are used as practice and governance frameworks in an organization, the more it is able to use them in ERP projects since they become part of its institutional logic in managing its projects. Therefore, ERP investment success is hypothesized to be associated with the organization's project and benefits management institutional logics. After analyzing 130 questionnaires using Structural Equation Modeling, it is found that these hypotheses are supported. Furthermore, the organizations that have both logics outperform others which have not. This research implies that project management is not responsible for the project investment success. This is the responsibility of business change management. Show less

In capability development projects, project management practices are believed to have an impact on time and cost of delivering outputs. Likewise, program management and benefits management
practices are believed to have impacts on the benefits realization and the organization satisfaction. This research uses interpretive research, using a focus group with seven experts from developed countries and eight face-to-face interviews with experts from developing countries, to understand the… Show more

In capability development projects, project management practices are believed to have an impact on time and cost of delivering outputs. Likewise, program management and benefits management
practices are believed to have impacts on the benefits realization and the organization satisfaction. This research uses interpretive research, using a focus group with seven experts from developed countries and eight face-to-face interviews with experts from developing countries, to understand the benefits management practices that are valid and those that are not (and why). Positive research, using two sequential surveys with 50 and 28 responses, respectively, is used to test the propositions of (1) whether benefits management has an impact on business benefits, (2) whether project management is not important for benefits management, and (3) whether program management is the best governance way to manage benefits. This research found that there is no significant relationship between using benefits management practices and benefits realization and organization satisfaction. Only project management practices are found to have significant evidence on delivering capability on time and on cost, realizing business benefits and organization
satisfaction from this capability. The results of the questionnaire are interpreted and explained using the qualitative analysis of the interviews and online focus group Show less

Benefits management (BM) and project management (PM) are two interrelated approaches to the success of projects. The literature, however, still lacks empirical evidence of the value of applying BM practices. Hence, it is aimed to test the impact of BM practices on the success of investments in projects, taking into consideration the impact of PM practices on that success. Since the results, based on 200 valid responses, suggest that a significant proportion of organisations adopt PM and BM… Show more

Benefits management (BM) and project management (PM) are two interrelated approaches to the success of projects. The literature, however, still lacks empirical evidence of the value of applying BM practices. Hence, it is aimed to test the impact of BM practices on the success of investments in projects, taking into consideration the impact of PM practices on that success. Since the results, based on 200 valid responses, suggest that a significant proportion of organisations adopt PM and BM concurrently, SEM was used. PM practices were not only found to influence project management success but also to affect project investment success. However, BM is found to be less significant and to have less impact on project investment success. Nevertheless, the probability of project success is enhanced significantly when PM and BM practices are combined together. Therefore, a governance based framework is developed to uncover the interweaving relationship between the two practices. Show less

The aim of this research is to understand the factors that affect the ability of an organization to innovate, using information technologies, in its business – including products, processes, and business models. IT innovation assets, i.e. Integration Technology; Analysing Data Technology; and Social Media Technology, is hypothized to have an impact on business innovation. Since IT in itself is not a source of value without a proper organizational capability to absorb its capacity, IT business… Show more

The aim of this research is to understand the factors that affect the ability of an organization to innovate, using information technologies, in its business – including products, processes, and business models. IT innovation assets, i.e. Integration Technology; Analysing Data Technology; and Social Media Technology, is hypothized to have an impact on business innovation. Since IT in itself is not a source of value without a proper organizational capability to absorb its capacity, IT business innovation capability is hypothized as a robust concept between the impact of IT innovation assets and business innovation. Show less

In information systems (IS) projects, project management practices are argued to have an impact on delivering IS projects on schedule and on budget. Likewise, program management and benefits management practices are claimed to have impacts on the benefits realization and the organization satisfaction. This research utilizes interpretive research, using interviews and online focus group, in identifying which benefits management practices are valid and which are not (and why) in the UK, Denmark… Show more

In information systems (IS) projects, project management practices are argued to have an impact on delivering IS projects on schedule and on budget. Likewise, program management and benefits management practices are claimed to have impacts on the benefits realization and the organization satisfaction. This research utilizes interpretive research, using interviews and online focus group, in identifying which benefits management practices are valid and which are not (and why) in the UK, Denmark, Australia, Egypt, Saudi Arabia, and Kuwait. Positive research, using two questionnaires with 52 and 28 responses, is used to examine the propositions of whether benefits management and project management practices have an influence on business benefits, whether project management practices are not critical for benefits management, and whether program management is the proper governance way to realize IS business success. This research found that there is a weak relationship between using benefits management practices and benefits realization and organization satisfaction. Only project management practices are found to have significant evidence on delivering IS business success, delivering on time and on cost, realizing business benefits and achieving organization satisfaction from IT projects. The results are explained using the qualitative analysis of the interviews and online focus group. Show less

Achieving success for ERP systems is not only concerned with deploying the technology on time and on budget but also concerned with the level of achieving targeted benefits from the system. This level of achieving targeted benefits can be managed indirectly through managing the organisational attitude toward the new system. Thus, the aim of this paper is to use the System Dynamics (SD) to reveal how managing organisational attitude leads to an increase in the level of system use and, therefore,… Show more

Achieving success for ERP systems is not only concerned with deploying the technology on time and on budget but also concerned with the level of achieving targeted benefits from the system. This level of achieving targeted benefits can be managed indirectly through managing the organisational attitude toward the new system. Thus, the aim of this paper is to use the System Dynamics (SD) to reveal how managing organisational attitude leads to an increase in the level of system use and, therefore, leads to a decrease in the level of resistance to change to new system for achieving high level of performance. SD is used to investigate the causal loops of organisational attitude, perceptions, behaviours, and policies taken to achieve desired benefits. The ability to manage an organisational attitude toward ERP is an important factor for achieving desired levels of benefits is the main conclusion of this research. Show less

The purpose of this research is to develop Benefits, Costs and Financial Risks (CoBeFR) model to show and measure the impact of ERP related decisions, such as degree of business process re-engineering and the level of hardware investment, on the organisational financial value (OFV). OFV is based on current time value of money (i.e. interest rate), financial risk, and net cash flows emerged from ERP system. Financial risk, the sensitivity of the organisation net profit to changes in market… Show more

The purpose of this research is to develop Benefits, Costs and Financial Risks (CoBeFR) model to show and measure the impact of ERP related decisions, such as degree of business process re-engineering and the level of hardware investment, on the organisational financial value (OFV). OFV is based on current time value of money (i.e. interest rate), financial risk, and net cash flows emerged from ERP system. Financial risk, the sensitivity of the organisation net profit to changes in market conditions, is affected by organisational adoption of ERP system. The main conclusion is that there are interrelated impacts of ERP implementation decisions to the organisational financial value. Therefore, decision maker should look at the implementation decision from a new perspective, Organisational Financial Value (OFV) perspective Show less