Recovery of a Failed ERP
Date
2011-06-07
Authors
Palmer, Paul
Journal Title
Journal ISSN
Volume Title
Publisher
Abstract
Enterprise resource planning (ERP) has over the past number of years
become more predominant in business and a number of organisations
around the world have implemented various types of ERP software; such
as SAP, JD Edwards, Baan and PeopleSoft. However, the
implementation of these systems have, over the past number of years,
been done with varying degrees of success.
This research has, through a case study, aimed to understand what steps
need to be taken by an organisation in order to recover from a failed ERP
implementation process. The majority of the data gathered was from indepth
interviews that were conducted with both users and management of
the organisation (Citizen Entrepreneurial Development Agency) as well as
with the project management and consultants of the consulting company
(EDS Enterprise Solutions) that was involved in the recovery process.
It has focussed on whether the steps taken to recover from the failure are
the antithesis of what should have been done in the first place or whether
there are steps that need to be taken in a recovery process that are
different or not covered in the original implementation process.
The research indicates that in order for an organisation to recover from a
failed implementation process it must stick vehemently to project
management principles and processes that are consistent with standard
implementation practice, but the tone and style of the recovery process
needs to change. This change is required in order to win back the
organisation, instil trust, buy-in and eventual acceptance of the solution
provided
Description
MBA - WBS
Keywords
Enterprise resource planning