http://web.nchu.edu.tw/pweb/users/arborfish/lesson/10489.pdf

Does risk management contribute to IT project success? A meta-analysis of empirical evidence

Identification and classification of ERP critical failure factors in Iranian industries

Productivity is generally considered to be the efficient utilisation of organisational resources and is measured in terms of the efficiency of a worker, company or nation. Focusing on efficiency alone, however, can be harmful to the organisation's long-term success and competitiveness. The full benefits of productivity improvement measures are realised when productivity is examined from two perspectives: operational efficiency (output/input) of an individual worker or a business unit as well as performance (effectiveness) with regard to end user or customer satisfaction. Over the years, corporations have adopted new technology to integrate business activities in order to achieve both effectiveness and efficiency in their operations. In recent years, many firms have invested in enterprise resource planning (ERP) in order to integrate all business activities into a uniform system. The implementation of ERP enables the firm to reduce the transaction costs of the business and improve its productivity, customer satisfaction and profitability.

Improving productivity and firm performance with enterprise resource planning

Post-implementation practices of ERP systems and their relationship to financial performance

We extend current research examining synergies between information technology, process redesign, and firm performance in three ways: analyze a firm's entire IT and BPR portfolio, examine production and market value performance implications, and conduct analysis using a unique dataset of 228 firms between 1996 and 1999 We find a contingent association between IT, process redesign, and performance The interaction of IT and BPR portfolios is positively associated with firm productivity and market value However, we find mixed evidence of a difference in these impacts across different types of BPR Insights for business investment in IT and process redesign are discussed

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Information technology infrastructure, organizational process redesign, and business value: An empirical analysis

Information technology (IT) projects are susceptible to changes in the business environment, and the increasing velocity of change in global business is challenging the management of enterprise systems such as enterprise resource planning (ERP). At the same time, system success depends on the rigor of the project management processes. scope creep, poor risk management, inadequate allocation of human resources over time, and vendor management are some common problems associated with the implementation of an enterprise system. These issues pose threats to the success of a large-scale software project such as ERP. This research adopts a case study approach to examine how poor project management can imperil the implementation of an ERP system. Having learned the lessons from the failure of its first ERP implementation, the company in this case reengineered its project management practices to successfully carry out its second ERP implementation. Many critical project management factors contributed to the failure and success of this company's ERP system. This study explores and identifies critical elements of project management that contributed to the success of the second ERP implementation. For those organizations adopting ERP, the findings provide a roadmap to follow in order to avoid making critical, but often underestimated, project management mistakes.

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C. Law

Papers

Managing ERP Implementation Failure: A Project Management Perspective