Mark N. Frolick

Erp Implementation Failure: A Case Study

Abstract While it is true that successful implementation of an enterprise resource planning (ERP) system is a task of Herculean proportions, it is not impossible. If your organization is to reap the benefits of ERP, it must first develop a plan for success. But “prepare to see your organization reengineered, your staff disrupted, and your productivity drop before the payoff is realized.” Implementing ERP must be viewed and undertaken as a new business endeavor and a team mission, not just a software installation. Companies must involve all employees, and unconditionally and completely sell them on the concept of ERP for it to be a success. A successful implementation means involving, supervising, recognizing, and retaining those who have worked or will work closely with the system. Without a team attitude and total backing by everyone involved, an ERP implementation will end in less than an ideal situation. This was the situation for a soft drink bottler that tried to cut corners and did not recognize the importance of the people so heavily involved and depended on.

Assessing M-Commerce Opportunities

Abstract Shortly after the advent of digital mobile phone service, a new innovative way of doing business known as mobile commerce (M-commerce) was created. This article helps organizations gain insight as to whether mobile commerce is a business solution worth exploring. It reviews the technology behind M-commerce and the products and services currently available. It also examines the benefits and challenges of M-commerce, as well as the issues to be addressed when considering implementation of M-commerce solutions.

Business Performance Management: One Truth

Abstract The creation and execution of sound business strategy is essential to todays enterprise. Business Performance Management (BPM) offers organizations an IT-enabled approach to formulate, modify, and execute strategy effectively. This article describes Business Performance Management, presents a framework for BPM, and discusses the potential drivers, barriers, and critical success factors for a BPM implementation.

It Project Risk Factors: The Project Management Professionals Perspective

The failure of systems development projects has plagued the IT industry for years. In fact, the 2004 Standish group report indicates that only 28 percent of software development projects are successful, down from previous estimates of 34%. This paper identifies IT project risk factors that pose threats to successful project implementation and describes project management professionals (PMPs) assessment of these risk factors. It concludes with suggested strategies for avoiding and/or mitigating these risks and associated implications.

Critical Success Factors in Business Performance Management-Striving for Success

Abstract Today, organizations recognize the value of business performance management (BPM) as a way of attaining strategic alignments and as a means of effectively creating and implementing business strategy. Yet, many still struggle in implementing a BPM solution that is enterprise focused and that enables strategic alignment. This article presents a framework for BPM and discusses the major critical success factors that will influence the success of a BPM initiative.

A Comprehensive Examination of Internet-EDI Adoption

Abstract By taking advantage of the Internet, a new generation of Interorganizational Information Systems, i.e., Internet electronic data interchange (I-EDI) provides great efficiency for performing business-to-business transactions and is much more affordable than other network alternatives. Few empirical studies have been conducted to examine the adoption of I-EDI and little guidance has been given to the practitioners in the field. To fill this void, this research investigates the adoption of I-EDI by U.S. enterprises based on a comprehensive framework. Results from an online survey of 219 organizational respondents indicate that the proposed framework is able to help explain organizational adoption of I-EDI. This study provides insights and interesting findings toward technology adoption in Internet era. While some new factors are found to play important roles in IOS adoption, several conventional factors, such as technology compatibility and organization size, are no longer significant in explaining the adoption of I-EDI. Different effects of interorganizational factors such as power, trust, and relationship commitment on I-EDI adoption have been revealed. Implications for researchers and practitioners are provided.

The IT Value Hierarchy: Using Maslow's Hierarchy of Needs as a Metaphor for Gauging the Maturity Level of Information Technology Use within Competitive Organizations

Abstract The purpose of this paper is to present a hierarchy of progressive IT maturity using Maslows Hierarchy of Needs as a metaphor for articulating the increasing value that can be derived by the application of Information Technology within competitive organizations. The authors refer to this maturity model as the IT Value Hierarchy. Each level of the IT Value Hierarchy is described using examples and comparisons to Maslows Hierarchy. The model can be used by IT executives as a framework for better explaining and discussing the value of increasingly sophisticated Information Technology use within the enterprise.

Stakeholder Influence and ERP Implementation in Higher Education

This paper examines the influence of stakeholders on ERP implementation in higher education. We conducted an exploratory case study of a leading private university in MidWest USA using multiple sources of evidence.and data gathering approaches (interviews, observations, historical document reviews) grounded on prior findings in the ERP literature. Stakeholder theory enables us to see different stakeholders, what their stakes might likely be and dzferent power plays in the implementation process. Weicks (1976) concept of loosely coupled systems suited our understanding of the university and its composition of many stakeholders. We found that a decision to acquire an ERP system along with a particular vendor may be largely controlled by those who control the scarce resources. The university depends on the cooperation of the end users of the ERP systems for the outcome of its implementation, but management needs to consider the influence of the end users and their stake for efective implementation. Keyword: stakeholder theory, Enterprise Resource Planning Systems, ERP, higher education, loosely coupled system

ERP Implementation in Higher Education: An Account of Pre-Implementation and Implementation Phases

Enterprise Resource Planning (ERP) systems long have been known as systems that bring integration to numerous business activities within complex organizations. However, in today’s contemporary organizations, ERP systems are becoming a standard information system, irrespective of size and nature of the business. This case focuses on the implementation of an ERP system in higher education. The case covers the key stages of implementation. Particular emphasis is placed on the selection of the ERP system and the organizational dynamics involved. The implementation of the first two modules and the views of users are discussed. The depth of the case can enable managers to understand the complexity of an ERP system selection and the organizational issues involved. The analysis of the case sheds light on the activities involved in ERP projects and what to expect during the implementation stage.

Mobile Business Intelligence

Demand for business intelligence BI applications continues to grow at a rapid pace. Business intelligence via mobile devices is the latest frontier to drive demand among organizations interested in BI applications. However, mobile BI is still in its infancy. There are many opportunities to advance the way users use and interact with BI applications using mobile BI. Nevertheless, there are many challenges and issues that still require attention to attain mobile BI success. This paper highlights the state of mobile BI solutions and strategies to consider during a mobile BI implementation. It also discusses the challenges and opportunities mobile BI presents to organizations.