An Exploratory Analysis for ERPS Value Creation - Enterprise Information Systems Design, Implementation and Management: Organizational Applications - page 267

Table 3. What firms consider less important CSF in the ERP implementation process

Number of the factor Less important critical success factor

7 If the firm offers periodic status meetings to know about the evolu-

tion of the project

11 If the firm has defined functions in the equipment responsible for

the ERP implementation

19 If the firm has established the clear acting rules in situations of ethic

conflict?

34 If the internal user has participated in the implementation of the

ERP system

36 Degree of final user satisfaction with the new system?

inertia in the firm, the final internal user satisfac-
tion, the final external user satisfaction-
We have asked a group of firms of different
size and age operating in the Spanish market in a
variety group of industries about how they have
experienced the critical success factors in their
own ERP implementation experiences. Amongst
the critical success factors that the firms consider
most important ones, we can cite, the reason why
the firm decides to implement an ERP system, the
managerial support in the project, the existence
of quantitative and qualitative measures to know
about the final effectiveness of the project, the

commitment to the project offered by different
areas, the communication of the ERP imple-
mentation to potential users, the existence of a
rewarding policy for the workers taking part in the
ERP implementation process, the establishment
of ethical responsibilities of workers according
to their tasks, the use of a proper methodology
for the ERP implementation, the discussion with
final users about the desired improvements in the
change process.
We have just developed a very preliminary and
exploratory analysis, and it implies a great barrier
for extrapolating the results of the analysis at this

Figure 7. Less important critical success factor