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Table 2. What firms consider most important CSF in the ERP implementation process
Number of the factor
Most important critical success factor
1
The reason why the firm decides to implement an ERP system
2
The managerial support in the project
4
The existence of quantitative and qualitative measures to know about
the final effectiveness of the project
9
The commitment to the project offered by different areas
16
The communication of the ERP implementation to potential users
17
The existence of a rewarding policy for the workers taking part in
the ERP implementation process
23
The establishment of ethical responsibilities of workers according
to their tasks
31
The use of a proper methodology for the ERP implementation
32
The discussion with final users about the desired improvements in
the change process
concLusion
ploratory analysis by taking into consideration
a model that we have recently proposed in a
previous publication that can help firms to make
the best of the ERP implementation and exploita-
tion according to the objectives of the firm. The
model is composed by five different aspects, the
decision-making policy of the firm in the ERP
selection, implementation and use, the training
characteristics of the people involved in the ERP
implementation and final use, the organizational
Firms are each time more involved with the imple-
mentation of ERP projects These projects imply a
great effort in planning strategies for managing the
change of the business processes and the motiva-
tion and training of the employees taking part in
the project and final users. There are many risks
associated to an ERP implementation process.
In this chapter we have performed a first ex-
Figure 6. Most important critical success factor
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