Pre assessment model for erp implementation

International Journal of Management (IJM), OF 0976 – 6502(Print), ISSN 0976 –
INTERNATIONAL JOURNAL (2013)MANAGEMENT (IJM) ISSN
6510(Online), Volume 4, Issue 2, March- April

ISSN 0976-6502 (Print)
ISSN 0976-6510 (Online) IJM
Volume 4, Issue 2, March- April (2013), pp. 147-168
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PRE-ASSESSMENT MODEL FOR ERP IMPLEMENTATION

R.Dhinakaran Samuel1 , Dr. Santhosh Kumar2
1
Department of Information technology, Loyola Institute of Technology & Research scholar
SRM university, Chennai, India
2
Department of Management studies, SRM University, India

ABSTRACT

ERP systems are capable of providing significant return on investment. Implementing
these projects place tremendous demand on organization’s time and resource. Unfortunately
the success rate of ERP implementations is limited. Much has been written about
implementation and critical success factors (CSF) but there is little effort to predict the
success before starting of the implementation. The present study focuses on developing a
pre-assessment model which can predict the time frame on which the project is expected to
complete. It uses previous research on user acceptance models for IS to understand the
success of ERP systems adaptation and developed a new ERP success model based on key
players associated in the implementation. It uses case study methodology; eight cases were
studied to derive the model, four successful & four unsuccessful implementations of a same
Project manager.

Keywords: Assessment, Critical Success Factors, Enterprise Resource Planning,
Implementation time frame.

I. INTRODUCTION

The business environment in most industries is becoming more complex and
international, which means that managing and utilizing information effectively is very
important for the success of modern companies. Concentration on core competencies and
outsourcing other activities are leading to wider partner and subcontractor networks and often
to internationalization. Managing the whole operation throughout the network requires
information systems that can integrate both external and internal information into readily
available and usable forms. Many companies are using information technology solutions,
such as ERP systems, to manage their business processes and to integrate all the different

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International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 –
6510(Online), Volume 4, Issue 2, March- April (2013)

operations in order to enhance information flow within the company as well as collaboration with
partners, suppliers and customers. That is the case because during the latter part of 1990, firms have
rushed to implement ERP. However, the ERP implementation is costly & complex. Thus , the
difficulties & high failure rate in implementing ERP system have been widely cited in the IT literature
[12].Recent survey held by an US consultancy services , 2000 responses from 61 countries , collected
between February 2006 to May 2012 , indicate 28% of implementation finished on time & 11 %
completed the project sooner than expected . The consultancy said it is ‘distressingly common’ to see
ERP projects running so late ( 61% of the implementations).
Generally package based projects are likely to experience delay when clients do not realize
that an integrated package implementation is not an IT implementation but a business transformation
enabled by IT. Such projects involve the client making important decisions about the extent to which
it will either adapt its business processes to fit the package or customize the package to fit its business
processes ( the former is generally preferable).This means that clients must ensure following ten
golden rules to avoid delay.
• Clear scope , cost & benefit
• Stakeholder support
• Clear service description
• Supplier due diligence
• Appropriate contractual documentation
• Sufficient resources
• Informed decisions
• Project management
• Contractual incentives
• Data migration

Though every project tries to adopt these golden rules, delays occur in the implementations
because it involves change. Generally ERP implementation research focus on identifying the factors
or variables that are critical for implementing ERP successfully. Although factor research is valuable
for advancing our understanding of ERP implementation success, it adopts a rather static view, which
limits is adequacy in explaining the dynamics of the implementation process. Thus, factor research
alone is not adequate for explaining how the transition from resistance to success has happened.
There are risks associated with this type of investments. Most of the investors burn their
fingers after entering into this exercise. Hence a pre-assessment is an absolute requirement. This
research seeks to contribute to the business community for assessment of the situation before
embarking themselves on the implementation project. The research aims are stated as:
• to exhibit readiness of the organisation for the change process of ERP implementation
• to evaluate the team involved in the implementation process to effect possible course
correction.
• to minimize risk and save time & effort required for the implementation.
Against the backdrop of these aims are the following main objectives of this study:
• to develop an ERP system success model based on the key players of ERP project;
• to propose a framework for estimation of implementation delays & time frame of the
implementation;
In achieving these objectives, the research attempts to answer the following research questions:
• How the people involved in the ERP project influence ERP project success or failure?
• Can we create a benchmark based on key players’ involvement for a more accurate
forecasting model of the ERP system operation of a company?
• How much delay contributed by key players associated with the ERP projects?
• How can we predict the time frame of the implementation before starting the project?

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II. REVIEW OF LITERATURE

Concepts of ERP system was first introduced in 1990 [1]. Many researchers [2][3] worked on
to identify key areas where things must be go right for the implementation to be successful. Those key
areas are called Critical success factors (CSF). Twelve commonly accepted CSFs are identified by
[4] for the success of ERP implementation project. The key players associated with ERP
implementation & stake holder analysis is detailed in [5][6]. All ERP implementations goes through
selection, implementation & post implementation phases and follow standard implementation
methodology as per [7][8][9]10][11].
ERP implementations can turn into nightmare if it is not carefully planned, also insufficient
integrations between groups, processes & latest technology prevents getting the fruit of the
implementation [12]. The full potential of ERP system was not utilized in most cases, hardly 10%
achieved [13]. Many projects are unsuccessful, mostly due to their complexity being under estimated
[14][15]. 70% of the large scale implementation failed [16]. The fix / upgrade schedule forced by ERP
vendor make many implementations become outdated. Therefore delay in implementation schedule
becomes much more costly [17][18].
Hence prediction of ERP implementation success upfront is a point of concern. These
predictions enable organizations to decide whether to initiate ERP, inhibit adoption or take remedial
action to increase the feasibility of successful ERP. Few researches [19][20] on this area was carried
out using Case based reasoning model & Artificial intelligence techniques.
IS success models detailed in [22],[23],[24] is referred because ERP implementation is also
one of the Information system project..

III. THEORITICAL FRAME WORK

Since ERP systems integrate various business processes, previous research on user acceptance
models for IS can be a starting point to understand the success of ERP systems adaptation. The
proposed study extends ERP success model developed by [15] for construction industries which
incorporates two prevalent models related to IS acceptance and integrates those with key project
management principles.
• Technology acceptance model ( TAM ) (22)
• DeLone & McLean IS success model (23)
The success of ERP system can be classified into two categories: the success of ERP adoption
and the success of ERP system implementation. For the successful ERP adoption, it used already
proven user acceptance models for IS such as TAM and D & M IS success model as the starting point.
The model developed the rationale for the causal relationship based on the combined theoretical
backgrounds and incorporated three main dimensions for identifying the truth about the success of
ERP systems: success factors, intermediate constructs, and success indicators.

Subjective Intention to
norm use / use
User related variables

Perceived
ERP benefits
usefulness

Internal support,
Consultant support, Perceived
Functional ease of use Progress Quality

Success factors Success indicators

Fig 1. Reference ERP success model.

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The success factors suggested by (24) are used in the model because they were already
validated by previous research. This success factors directly affect the perceived usefulness, and
finally lead to ERP success or failure..eg., the User related attributes directly affecting the
perceived usefulness as per [ 15 ] are Output quality, Job relevance, Image, Result
demonstrability, Compatibility and System reliability
The reference model success factors are broadly grouped into three stakeholder groups.
• Users
• Internal groups
• External groups
Further the study by [5] stress a point that there needs to have a focus beyond the adaption and
acceptance stages of implementation to include both pre- and post- implementation behavior of
key players associated in the project . The study conclude following important key players:
• Top management
• Users
• Project team
• Consultants

IV. RESEARCH METHOD

The study follows three phase approach to develop a pre-assessment model for ERP
implementation. First it develops a conceptual ERP success model , then develop a frame work
for estimation of delays and total implementation time based on key stake holders behavior , then
validate the model with a pilot study .

Background Earlier
theories researches

Initial survey
Conceptual ERP success instruments
Phase - I model

Pilot study for
validation

Develop framework for
estimation of
Phase - 2 implementation time

Apply pilot
study to
validate

Phase - 3 Validated framework for
Assessment

Fig.2. Three phase approach.

It uses case study methodology. Eight cases were identified, four successful and four
unsuccessful implementation of the same project manager (First author of this article). The
project manager has implemented ERP systems like SAP, JDEdwards Enterprise one, Oracle E-
business suite and many custom software for more than 20 organizations in India and abroad.
Many projects were successful and some were failure. Details of the chosen eight organizations
are shown in Annexure – A. Data collected by administering a questionnaire at various levels of
the subject organization.. The questionnaire is enclosed in Annexure – E.

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March-

V. RESULTS & DISCUSSION
.

1). Phase 1: Conceptual ERP success model:

Fig below shows the proposed model, referred to as conceptual ERP success model.
This model combines the result of both the study referred above but primarily concentrates on
primarily
the study of [15] and expands the stake-holder group used by that study.
] stake
Expansions of the three stakeholder group used by the study [15] are given below:
1. Users:
a. Transaction users
2. Internal Groups
a. Top management
b. Project team
c. Positional power users
l
d. Knowledge power users
3. External Groups
a. Vendor
b. Consultants

The internal group is expanded in detail to understand the behavior of influencing group
affecting ERP implementation change management process. The attitude and behavior of the
people are likely to depend on the power they have and their perception of the effect of
change. Power is the ability to control all types of resources, such as information, people,
peopl
expertise, assets, etc. Power does not rest with position. There is positional power and
knowledge power. The positional power comes from official authority, the knowledge power
accrued over a period by an individual through the acquirement of critical knowledge related
to organizational product and processes. As ERP focus on process integrations this
integrations,
knowledge power user plays a dominant role in the implementation stages like business
ant
analysis, to be process design, conference room pilot testing, data migration and post
,
implementation.

Fig.3. Conceptual ERP success model.
3.

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Each success factors contribute certain attributes which directly influence the perceived
usefulness or facilitate to use and finally affect the ‘intentions to use / use’.

TABLE – I
ATTRIBUTES FOR EACH SUCCESS FACTOR
Success indicators Attributes
Transaction user Output quality, Job relevance, image, Result demonstrability,
system reliability, willingness to learn// change.
Knowledge power user Output quality, Job relevance, Image, Result demonstrability,
System reliability, willingness to involve in design, testing,
training, data migration and post implementation, act as spokes
person
Positional power user Output quality, Job relevance, Image, Result demonstrability,
System reliability, willingness to involve in design, training and
monitoring , act as spokes person, giving priority, assigning key
resources, support project team, interdepartmental co-operation
and communication
Top management Priority, Personal involvement, assigning key resources, Funds,
Empowering project team, Motivating the project team
Project team Dedication, Image, Result demonstrability, Job relevance,
Commitment to achieve, act as spokes person
Vendor Transparency in product capability, resource capability, project
management, past performance, scope , project time frame and
understanding the customer requirement..
Commitment, Partnership, tools availability, post implementation
support,
Consultant Quality of output, customization, training, documentation,
knowledge sharing, willingness to reach out for help

The above model got validated using the eight cases referred in Annexure-A. These seven
success factors revealed accurately the success and failure implementations. Those success
projects got total scores of more than 50% and failure projects scored less than 50% as shown
in Annexure – B.

2). Phase 2: Develop a frame work for estimation of delays and implementation time frame. :

All ERP implementations go through following three phases. Success or failure depends
on the activities carried out each of the phases.

1. Selection phase where requirement finalization, ERP selection & Vendor selection
takes place.
2. Implementation phase where the activities like Business Analysis, Set up /
Configuration, Conference room pilot. Customization, Production set up, Data
migration, Security profile, Readiness assessment, Go live takes place.
3. Post implementation where activities like Report generations, Monthly / yearly
closing, Refinement takes place.

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Time frame for ERP implementation varies for different type of implementation as
well as number of modules implemented. Following are the standard implementation time
frame ( ST) of different type of implementation (excluding selection phase) based on the
experience of the first author .

1. Green filed site ( GF) – 7 months.
2. Roll out implementation ( RO) – 10 months
3. New implementations for existing company ( NEW) – 12 months
4. Pilot implementation for a group company ( PILOT) – 15 months

Based on the standard norms advocated by different ERP vendors for the implementation
of existing single company, effective percentage of contribution by the seven behavior factors
discussed earlier was arrived at and shown in Annexure – C & summarized in Table II .

TABLE – II
PERCENTAGE OF CONTRIBUTION BY BEHAVIOUR FACTORS

Sl.no Behavior parameters Contribution % ( BP)
1 Vendor related 15
2 Top management related 6
3 Positional power user related 17
4 Knowledge power user related 7
5 Project team related 22
6 Transaction user related 12
7 Consultant related 21

Estimation of time frame is arrived using the standard implementation time frame of
different type of implementations and the delay contributed by each behavioral parameter

Estimated time ( T) = Standard Time ( ST) + Standard Time ( ST) * Total Delay ( TD)

Total Delay (TD) = Delay due to behavior parameter 1 ( D1)+Delay due to behavioral
parameter 2 ( D2) +………………+ Delay due to behavioral parameter 7 ( D7)

Where as Delay due to behavioral parameters ( D ) = Behaviour pattern contribution ( BP) *
Percentage delay ( Y)
D=BP*Y
D1=BP1*Y1
D2=BP2*Y2
…….
D7=BP7*Y7
Percentage Delay (Y) = X * C, which depends on the score ( S ) obtained through Survey /
Interview on each behavioral parameters.

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TABLE III

‘X’ & ‘C’ VALUE TABLE

Score ( S ) X C
S>5 10-S 20
S<5 6-S 100

Hence T = ST + ST* (n=1 ∑n=7 BPn * Xn * Cn )

3) Phase 3 : Validation of frame work developed in the previous phase :

Above model is applied in the eight cases discussed in this paper. Data and
application of the framework is shown in Annexure – D. The estimation of time frame
(prediction) is summarized in Table IV. Accuracy of prediction in the range of 85% to 97%
as shown below.

TABLE – IV
PREDICTION OF IMPLEMENTATION TIME FRAME

Actual Prediction Variation %
( months) (months)
1 Case -1 12 11 -9
2 Case -2 15 17 12
3 Case-3 14 16 13
4 Case-4 15 17 12
5 Case-5 Stop 64 -
6 Case-6 60 56 -7
7 Case-7 36 35 -3
8 Case-8 34 40 15

VI. CONCLUSION

It is evident from the above analysis that prediction of ERP implementation success
is possible through the seven behavior parameters of people involved in the project. All these
seven parameters can be measured up front before starting the project. The study provides the
business community following advantages:

• Exhibits the readiness of the organization for this change
• Pinpoints possible course correction required for the success of the implementation
• Reduce risk
• Save huge implementation cost

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Annexure –A

Case Company Status
no.

1 ( A Glass manufacturing company in India ) SAP implementation in Successful
six month

2 ( A construction group with 9 companies in Saudi Arabia ). Successful
JDEdwards Enterprise one implementation for one company in six
months)

3 ( A medical equipment sales & service organization in Saudi Arabia Successful
), JDEdwards Enterprise one implementation in six months)

4 ( A construction company in India ), JDEdwards Enterprise one Successful
imp. in six months )

5 ( Group with more than 50 Higher sec.schools in Dubai ), Custom
developed ERP implementation , More than 15 months impl., Failure
project stopped

6 ( An IT services organization in India ), Tried JDEdwards Failure
implementation for 4 years failed, then started Oracle E-business
suite implementation for one year

(A polymer products manufacturing company in India), JDEdwards
7 Enterprise one implementation. Went live in 12 months,
implementation team left immediately, Localization module not Failure
stabilized, went for re-implementation after six months.

( A needle manufacturing company in India ), JDEdwards
8 Enterprise one implementation , Gone live in 15 months, system Failure
crashed, re-implementation started after six months)

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Annexure –B
MASTER DATA SHEET FOR THE PILOT STUDY ON THE RESEARCH WORK
"PRE-ASSESSMENT MODEL FOR ERP IMPLEMENTATION'
CASE Actual status Question no.of Strongly Agree Agree Partially Not Score
of No. questions agree some agree agree out Total Total
implementation of score score
what 10 out
of
100
100% 75% 50% 25% 0%
1 Success 4.1 15 6 8 1 0 0 8
4.2 10 1 9 0 0 0 8
4.3 15 2 6 7 0 0 7
4.4 10 0 10 0 0 0 8
4.5 10 2 8 0 0 0 8
4.6 10 2 4 4 0 0 7
4.7 10 3 4 3 0 0 8 54 77

2 Success 4.1 15 4 10 1 0 0 8
4.2 10 6 4 0 0 0 9
4.3 15 4 10 1 0 0 8
4.4 10 2 8 0 0 0 8
4.5 10 2 8 0 0 0 8
4.6 10 4 4 2 0 0 8
4.7 10 4 4 2 0 0 8 57 81

3 Success 4.1 15 6 5 3 1 0 8
4.2 10 4 4 2 0 0 8
4.3 15 4 10 1 0 0 8
4.4 10 2 8 0 0 0 8
4.5 10 4 6 0 0 0 9
4.6 10 3 6 1 0 0 8
4.7 10 4 4 2 0 0 8 57 81

4 Success 4.1 15 6 5 3 1 0 8
4.2 10 1 9 0 0 0 8
4.3 15 4 10 1 0 0 8
4.4 10 0 10 0 0 0 8
4.5 10 2 8 0 0 0 8
4.6 10 2 4 4 0 0 7
4.7 10 3 4 3 0 0 8 55 79

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5 Failure 4.1 15 0 1 3 8 3 3
4.2 10 0 5 0 1 4 4
4.3 15 0 4 3 2 6 3
4.4 10 0 0 4 4 2 2
4.5 10 0 2 2 0 6 3
4.6 10 0 0 0 4 6 1
4.7 10 0 0 4 3 3 3 19 27

6 Failure 4.1 15 3 4 4 3 1 6
4.2 10 0 0 2 4 2 2
4.3 15 0 0 4 4 7 2
4.4 10 0 0 1 3 6 1
4.5 10 0 0 2 4 4 2
4.6 10 1 0 4 3 2 4
4.7 10 0 3 4 3 0 5 22 31

7 Failure 4.1 15 0 1 6 5 3 3
4.2 10 0 0 8 0 2 4
4.3 15 0 5 4 6 0 5
4.4 10 1 1 5 2 1 5
4.5 10 0 0 5 1 4 3
4.6 10 1 0 3 5 1 4
4.7 10 0 2 5 2 1 5 29 41

8 Failure 4.1 15 0 1 3 8 3 3
4.2 10 0 5 0 1 0 4
4.3 15 0 1 6 8 0 4
4.4 10 0 1 4 4 1 4
4.5 10 0 0 2 4 4 2
4.6 10 1 0 4 4 1 4
4.7 10 2 2 6 0 0 7 28 40

Success factors questions : 4.1- Vendor 4.2- Top mgmt , 4.3- Pos. power user , 4.4 –
Knowledge power user, 4.5 – project team, 4.6- Transaction user, 4.7 – consultant

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Annexure - C

Activity Implement. Vendor Top Pos. Know. Proj. Tran. Consultant
norm mgmt Power power team user

Days months

Implementation phase
1 Project kick 7 7 7
off & core
team mob.
2 Ordering HW / 0 14 d 14 14
SW parallel

3 Core team 28 28 28 28 28
training
4 AS IS Study 28 28 28 28 28 28

5 Hardware 0 20 d 20 20
software parallel
installation
6 To Be process 28 28 28 28 28 28
7 Gap analysis 7 7 7 7 7 7
sign off
8 Data collection 2 2
templates

9 Configuration 35 35

10 Conference 14 7 7 7 7 7 14
room pilot sign
off
11 Customization 28 28 28
12 Sample data 7 7 7 7
upload
13 User 14 14 7 14 14 14
Acceptance
Test sign off
14 Final data 0 7d 7 7 7
upload parallel

15 User training 28 28 28 28

16 Security 0 7d 7 7
parallel
profile
17 Readiness 2 2
assessment
18 Go live 1 8 1 1 1 1
Post go-live phase

19 Transactions 28 7 28 28 28 28 28
update in the
new system

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20 Reports from 14 14 14 14 14 14
new system
21 Reconciliation 15 15 15 15 15 15
with Legacy
system
22 Legacy system 21 28 28 28 28
switch off
23 Financials 28 28 28
from new
system
24 MIS from new 28 28
system
25 User 2 2 2
maintenance
sign off
26 Project sign off 1 4 1 1
366 210 79 240 91 307 171 283
WEIGHTAGE 0.15 0.06 0.17 0.07 0.22 0.12 0.21

Annexure - D
Estimation of implementation delays and implementation time frame for the 8 cases

Case Type Standard success contri- Question

of time factors bution No. Score X C Delay Prediction Actual Variance

impln in %
months

1 New 7.5 V 15 4.1 8 2 20 6 11 12 -9
impln TM 6 4.2 8 2 20 2
PP 17 4.3 7 3 20 10
KP 7 4.4 8 2 20 3
PT 22 4.5 8 2 20 9
TU 12 4.6 7 3 20 7
C 21 4.7 8 2 20 8
45
2 New 12 V 15 4.1 8 2 20 6 17 15 12
for TM 6 4.2 9 1 20 1
existing PP 17 4.3 8 2 20 7
KP 7 4.4 8 2 20 3
PT 22 4.5 8 2 20 9
TU 12 4.6 8 2 20 5
C 21 4.7 8 2 20 8
39

159

3 New 12 V 15 4.1 8 2 20 6 16 14 13
for TM 6 4.2 8 2 20 2
existing PP 17 4.3 8 2 20 7
KP 7 4.4 8 2 20 3
PT 22 4.5 9 1 20 4
TU 12 4.6 8 2 20 5
C 21 4.7 8 2 20 8
35
4 New 12 V 15 4.1 8 2 20 6 17 15 12
for
existing TM 6 4.2 8 2 20 2
PP 17 4.3 8 2 20 7
KP 7 4.4 8 2 20 3
PT 22 4.5 8 2 20 9
TU 12 4.6 7 3 20 7
C 21 4.7 8 2 20 8
42
5 Pilot 15 V 15 4.1 3 3 100 45 64 60 6
for TM 6 4.2 4 2 100 12
Group PP 17 4.3 3 3 100 51
KP 7 4.4 2 4 100 28
PT 22 4.5 3 3 100 66
TU 12 4.6 1 5 100 60
C 21 4.7 3 3 100 63
325
6 Pilot 15 V 15 4.1 6 4 20 12 56 60 -7
for TM 6 4.2 2 4 100 24
group PP 17 4.3 2 4 100 68
KP 7 4.4 1 5 100 35
PT 22 4.5 2 4 100 88
TU 12 4.6 4 2 100 24
C 21 4.7 5 1 100 21
272
7 New 12 V 15 4.1 3 3 100 45 35 36 -3
for TM 6 4.2 4 2 100 12
existing PP 17 4.3 5 1 100 17
KP 7 4.4 5 1 100 7
PT 22 4.5 3 3 100 66
TU 12 4.6 4 2 100 24
C 21 4.7 5 1 100 21
192

160

8 New 12 V 15 4.1 3 3 100 45 40 34 15
for TM 6 4.2 4 2 100 12
existing PP 17 4.3 4 2 100 34
KP 7 4.4 4 2 100 14
PT 22 4.5 2 4 100 88
TU 12 4.6 4 2 100 24
C 21 4.7 7 3 20 13
230
Success factors : V- Vendor, TM-Top mgmt, PP-Pos.Power user, KP-Knowledge power user, PT-Project team
TU - Transaction users, C- Consultant

Annexure - E

QUESTIONNAIRE
SRM University, Research work on ERP implementation success from implemented sites

1 Organization profile a. Organization Name & No. Of Industry Approx Growth No.of
Address
year in the turnover rate employ-
business INR ees
(b) © (d) (e) (f)

No. of No. Of No. of Approx Approx
offices offices business no.of ranking in
Domestic Abroad units customers industry
(g) (h) (i) (j) (k)

2 Implementation a. ERP software Implementation Financial Process MIS Established
history period in statements automation released ERP is the
months from ERP started through only
ERP reliable
data base

(d) (e) (f) (g) (h)
b. modules implemented Yes / No Yes / No Yes / No Yes / No

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c. Implementation partner Internal Achieved Reduced ERP Achieved
controls set process inventory / improved ROI of
thro ERP is cycle time wastages customer / 25% /
working reduction supplier 50%/
satisfaction 100%/
200%
(specify)

(i) (j) (k) (l) (m)
d. Type of implementation Yes/No Yes/No Yes/No Yes/No
*

3 Respondent profile a. Respondent name Year of service I.T Head ? Decision Part of the Associated
in the org. Say Yes / maker ? impl.team / with the
No Say yes /no impln.
Yes/No Yes/no

c. (d) (e) (f) (g)
b. Designation

4 Success factor
analysis
Mark '√' in the selected Strongly agree Agree ( Agree Partially not agree
column. In a row , only one ( 100%) 75%) some what agree (
'√' is allowed ( 50%) 25%)

4.1 Vendor related 1. . Transparent in the
recommended product’s
real capability
( Transparent with us 2. transparent in product fit
in the to the organization

items listed in the next 3. Experience in
column) implementing the product

4. Success and failure cases
5. Resource capability
6. Project management
capability
7. Understanding on the
product
8. Promises on the project
delivery in terms of scope,
time frame and value
proposition

process of partnership
delivery
true customer requirement

11. The support after go-
live
12. The tools available with
them

162

13. Their capability to build
technical infrastructure

14. Their capability to
interface other customer’s
system
15. Their commitment to
the project.

4.2 Top management 1. The project is assigned
related high priority even at the
cost of sales / production
2. Personal involvement for
project review periodically

3. Assignment of key
resources to the
implementation
4. Empowering the ERP
project team to set or
change other’s priority
5. Priority in allocating
fund for the project

6. Motivating the project
team – announcing
awards/rewards
7. Involving in the change
management process

8. Support and monitor risk
management

9. Involve in setting clear
goals for the project

10. Set a path for strategic
alignment of business with
ERP system.

4.3 Positional power user 1. Convinced on the quality
of the system output

2. Convinced the system
will improve his job
performance
( Positional power 3. Involve in business
users , we mean Head analysis and redesign of
of the departments / business processes
Managers involved in
the project directly,
comment on the items
listed in the next
column - agree /not
agree/partially agree)

4. High priority to the
project team and project
work

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5. Assignment of key
resources to the project

6. Realized that the
implementations if its
features like web enabling,
workflow, security etc
proves its worthiness

7. Work with project team
to manage the risk

8. Work with top
management and project
team to set clear achievable
goal for the project

to align business
requirements with ERP
capability

to set internal controls
through ERP system
11. Work with other
department to maximize the
benefits
12. Act as champion for the
project
13. Involve in training the
new process es to his team

14. Convinced that the
technical infrastructure built
for the ERP guarantees the
reliability of the system

15. Realize that success of
this system will improve his
image inside the
organisation and also his
value in the job market

4.4 Knowledge power 1. Willing to involve in the
user project in business analysis
, redesign the business
processes and testing

related 2. Willing to be a member
in the data migration team
and guarantee the quality of
original data

(Knowledge power 3. Willing to be a member
user means some key training team to train the
resources who possess end user
organizations process
knowledge /data to
share with project
team members for
maximizing the
benefit of the ERP
implementation)

164

4. Realization of his growth
depends on the success of
the project
5. Convinced that system
will give required business
benefit
system is suitable to
origination in terms of
functionality & reliability

7. Willing to act as a spokes
person for the project

8. Convinced that system
will produce quality outputs

9. Willingness to be key
player in the post
implementation period
10. Willingness to involve
in the CRP testing process

4.5 Project team related 1.Dedicated for the project
& give Top most priority
for the project
the project
technical infrastructure built
for the ERP guarantees the
reliability of the system

4. Willingness to learn new
things & practice

5. Realize that the software
selected is the best fit for
the organization
6. Willing to act as a spokes
person for the project

7. Willingness to train the
end user
8. Convinced on the quality
of the system output

9.Realized that the
implementations of its

10. Ability to understand
the user requirement and
convert that in the ERP
system

4.6 Transaction user 1. Willingness to learn new
related things and practice

165

(Transaction user or 2. Convinced that the
the End user who use system is consistent and
the ERP system for meets all the job's
transaction requirements
entry/reports)

3. Realized that the
implementations of its

the project
5. Convinced its suitability
to the organization in terms
of functionality & quality of
output

6. Convinced that system is
reliable in all times

7. Realize that the success
of the project does not harm
his status in the
organization

8. Realize that the ERP will
improve his performance in
the current job
9. Realize that ERP
knowledge will give greater
mileage for him in the job
market

10. Realize that the change
is required to be successful
in the competitive world

4.7 Consultants related 1. Willingness to resolve all
customer requirement and
map the product with little
customization

2. Willingness to reach out
for help ( utilizing his
professional l network ) to
provide best practice in the
industry and give optimal
solution to the customer

3. Willingness of the
consultant to spend extra
effort to satisfy the
customer & to get user
acceptance
4. Willingness to maintain
quality and even ready to
face the third party audit on
the deliverables.

166

5. Willingness to train the
customer resources for the
post implementation
support

6. Willingness to provide
adequate documentation for
future use and support

utmost system security for
the customer growth

solutions which are reliable

interface with existing
systems for the customer to
get total integrated solution

10. Willingness to develop
world class solution model
to customer in both
hardware /software
infrastructure

* Type of implementation - Green field site(1), Roll out (2), Pilot implementation for a group (3), New
implementation(4)

Thank you for your co-
operation

Date : Signature of the respondent

REFERENCES

[1] Huang, S.M, Hung, Y.C., Chen H.G., Ku C.Y., (2004), “Transplanting the best practice
for implementations of an ERP system, a structured study of an international company”, The
journal of computer information system, Vol 44.No.4 PP 104-110
[2] Robert plant & Leslie will cocks, (2007) “ Critical success factors in International ERP
implementations : A case research approach”, Journal computer Information systems, Spring,
pp 60-78
[3] Shih-Wen Chien , Shu-Ming Tsaur,(2007), ” Investigating the success of ERP systems:
Case studies in three Taiwanese high-tech industries”, Computers in Industry 58 , 783–793.
[4] Bhatt T.R, (2005) “Critical success factors for the implementation of ERP”, Proceedings
of the 2nd International conference on Innovation & information technology, IIT 2005,pp 1-10
[5] Toni M.Somers, Klara G.Nelson,(2004), “ A taxonomy of players and activities across the
ERP project life cycle’ , Information & Management 41 , 257-278

167


[6] Hein Ray Chetcuti, (2008),“ERP Implementation: A multi-stakeholder analysis of critical
success factors”, WICT proceedings, December. Pp 1-6
[7] Esteves, J. and Pastor, J., (2001), “Analysis of critical success factors relevance along SAP
implementation phases”. Proceedings of the 7th Americas Conference on Information Systems
(AMCIS), Boston, Massachusetts, USA.pp 1019-1025
[8] Subramanian Muthu, Larry Whitman, and S. Hossein Cherag ,(1999), “Business Process
Reengineering : A consolidated methodology” , Proceedings of The 4th Annual International
Conference on Industrial Engineering Theory, Applications and Practice November 17-20, 1999,
San Antonio, Texas, USA.
[9] Xu Wei-hua, (2011), “ The precaution of enterprise internal control under the ERP system ”,
International conference on Business computing & Global information, IEEE computer society
[10] Yi Wu, Fengping Wu,(2011), “ Researches on application of SAP-ERP in enterprise internal
audit”, IEEE proceedings
[11] Alan R. Peslak, Girish H. Subramanian, George E. Clayton,(2008) “The Phases of ERP
Software Implementation and Maintenance: A Model for Predicting Preferred ERP Use”, Journal
of Computer information systems, Winter.
[12] Davenport,(1998) “Putting the enterprise into the enterprise system”, Harvard Business
Review, Vol 76, Issue 4, pp. 121 – 131..
[13] Saad Ghaleb Yaseen, (2009), “Critical Factors Affecting Enterprise Resource Planning
Implementation: An Explanatory Case Study”, IJCSNS International Journal of Computer
Science and Network Security, VOL.9 No.4, April..
[14] Mojca Indihar Štemberger, Vesna Bosilj Vukšić, Andrej Kovačič ,(2009), “Business process
modeling as a critical success factor in implementing a ERP system”, SEE journal, Nov
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ERP Systems Success Model for the Construction Industry “Journal of construction engineering
and management © ASCE / 207
[16] Hee-Woong Kim, (2011), “The effect of switching costs on user resistance to Enterprise
systems implementation”, IEEE transactions on Engineering management, Vol 58.No.3.
[17] Olson D. L and F. Zhao, (2007),“CIOs’ perspectives of critical success factors in ERP
upgrade projects”, Enterprise Information Systems, Vol. 1, No. 1, Feb. 2007, 129–138.
[18] Meg Fryling,” The dynamics of ERP success”,( Un Published ), Information Science and
Policy , University at Albany ,State University of New York.
[19] Se Hun Lim, (2006), ‘Forecasting of ERP implementation using Case based reasoning’,
IJCSNS International Journal of Computer Science & Network Security, Vol 6, No.4.
[20] Shu-Chen Hsu, Tien-Chen Wang, Tsung-Hen Chang, Juifang Chang,(2009) ‘Application of
Incomplete Linguistic Preference relations in predicting ERP implementation’, FUZZ-IEEE.
[21] Dhinakaran Samuel R. ( 2010) ‘Key critical success factors for ERP implementations’,
Proceedings of International conference on Computer Applications ( ICCA 2010), pp 63-69
[22} Davis F.D (1989) “Perceived usefulness, perceived ease of use and user acceptance of
Information technology” MIS Q., 13(3), 318-340
[23] Delone, W.H and McLean, E.R (1992). “Information systems success: the quest for the
dependent variable, Entrepreneurship Theory pract., 3(1), 60-65
[24] Ferrat, T.W., Ahire, S.,and De, P.,(2006) “Achieving success in large projects implications
from a study of ERP implementations.”, Interfaces, 36 (5), 458-469.
[25] T.Suganthalakshmi and Dr.C.Muthuvelautham, “Grouping of Critical Success Factors for
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Pre assessment model for erp implementation

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