Not in Silos: Locating ERP Project Into a Complex Network, A Multiple-Project Perspective

2008 | European Conference On Information Systems | Citations: 0

Authors: Elbanna, Amany

Abstract: This paper explores the different aspects and sources of interaction that ERP pr ... Expand

Abstract: This paper explores the different aspects and sources of interaction that ERP projects face in multiple projects environment. It adopts Actor Network Theory conceptualisation of network and network building to examine a case study of implementing ERP system in a reputable international organisation. It reveals that ERP project interacts not only with other IS projects as literature on IS project management suggests but more importantly with organizational change projects. The level of interaction ranges between following or competing depending on the organizational status of the change project. It also reveals that competition over management attention rise between projects resulting on attention shift from one project to another. Hence there is a project that would be deemed to loose management attention. The findings extends the scope of IS multiple project management and portfolio management beyond the limited focus on the interactions between IS projects. The study enriches the current conceptual base of project management studies and provides a detailed case study that this recent field generally lacks. On the practice side, the study provides a practical insight and comprehensive view of the implementation of IS projects in multiple projects organizations. Collapse

Topics: enterprise resource planning project management IT project SAP R/3 systems implementation

Methods: qualitative interview field study case study grounded theory

Theories: actor network theory

Enhancing functionality in an enterprise software package

2000 | Information & Management | Citations: 29

Authors: Scott, Judy E.; Kaindl, Lisa

Abstract: Although enterprise resource planning (ERP) packages strive to integrate all the ... Expand

Abstract: Although enterprise resource planning (ERP) packages strive to integrate all the major processes of a firm, customers typically discover that some essential functionality is lacking. To address this issue and to complement their capabilities, both ERP vendors and customers increasingly recognize the importance of collaboration. Using a grounded theory approach, this study’s objective is to derive a theoretical understanding of how customers collaborated on enhancements to an ERP module. The main contribution is, therefore, a theoretical model that relates the two processes — selection of participants, and interorganizational collaboration — to share knowledge of a subsysytem’s best practices. Important findings are that ‘swift trust’ from the occupational community, conflict resolution, reciprocity, and informal networks impact functionality enhancement. The implication from these findings is that a deeper understanding of the functionality enhancement process benefits not only team members, but also ERP customers and collaborators overall. Collapse

Topics: enterprise resource planning systems development packaged software SAP R/3 telephone

Methods: grounded theory qualitative coding business process modeling conceptual modelling theory development