Recovery of a Failed ERP

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dc.contributor.authorPalmer, Paul
dc.date.accessioned2011-06-07T13:16:36Z
dc.date.available2011-06-07T13:16:36Z
dc.date.issued2011-06-07
dc.descriptionMBA - WBSen_US
dc.description.abstractEnterprise 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 provideden_US
dc.identifier.urihttp://hdl.handle.net/10539/10021
dc.language.isoenen_US
dc.subjectEnterprise resource planningen_US
dc.titleRecovery of a Failed ERPen_US
dc.typeThesisen_US
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