摘要 :
While substantial research has examined the control of information systems (IS) projects, most studies in this area have only examined how one controller manages a single group of controllees. However, many IS projects, especially...
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While substantial research has examined the control of information systems (IS) projects, most studies in this area have only examined how one controller manages a single group of controllees. However, many IS projects, especially enterprise systems projects (often initiated by an organization's corporate headquarters, and involving business unit users and consultants), have multiple stakeholders. The corporate headquarters (the project's principal controller) must simultaneously ensure that the various stakeholders are aligned with the project's goals despite their diverse motivations, and that the stakeholders collaborate with each other to achieve project success. Behavior control theory argues that the controller enacts a control portfolio of formal and informal controls. However, the presence of multiple controllee groups increases the complexity of vertical controller-controllee relationships, the salience of controllee-controllee relationships, and the interaction between these vertical and horizontal relationships. We therefore examined the creation and evolution of the control portfolio in a multi-stakeholder project over a period of 14 months. We found that (1) the principal controller did enact separate controls for the user and consultant groups; (2) there was more than one controller - the principal controller co-existed with subordinate controllers; and (3) controls enacted by the subordinate controllers and other controllees that cut across stakeholder groups required the support of the principal controller.
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Owner manufacturers have implemented enterprise resource planning (ERP) systems in large numbers and expect facility planners and operators to further exploit the work process integration tool as well. This development has signifi...
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Owner manufacturers have implemented enterprise resource planning (ERP) systems in large numbers and expect facility planners and operators to further exploit the work process integration tool as well. This development has significant implications on the engineering and construction industry and its work processes. This paper provides a detailed assessment of technical areas of concern to those attempting to execute capital projects with ERP systems.
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Enterprise resource planning (ERP) systems are rapidly becoming the foundations to the decision support systems of many organizations, but have all too often failed to deliver their expected benefits. Most ERP implementation proje...
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Enterprise resource planning (ERP) systems are rapidly becoming the foundations to the decision support systems of many organizations, but have all too often failed to deliver their expected benefits. Most ERP implementation projects are carried out using implementation consultants hired from outside the client firm. The current study treated the consultants as agents and the clients as principals, and applied agency theory to test the consultant-client relationship as a predictor of ERP implementation project success. A survey collected responses from 192 client project managers who worked on the ERP implementation process in their organizations. Data analysis via structural equation modeling showed that more consultant monitoring predicts less moral hazard (i.e., consultant shirking), that less moral hazard predicts greater ERP project success, and that more monitoring directly predicts such success. However, the analysis failed to support expectations that more pre-qualification efforts (i.e., screening of the consultant) would lead to less adverse selection (i.e., the consultant's misrepresentation of skills) or that less adverse selection would lead to greater ERP success. Surprisingly greater incentive alignment predicted greater moral hazard, thus suggesting the potential of incentives to de-motivate rather than motivate. This study contributed by extending agency theory to outsourced information systems project implementation. It provided new, validated measures of prequalification efforts, monitoring, incentive alignment, moral hazard, and adverse selection constructs. The findings suggest that future researchers may want to learn more about incentive alignment and its impact, and that information systems project managers may want to monitor more to improve ERP and other large-scale system implementation success.
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Purpose In the last years the penetration of enterprise resource planning (ERP) systems within small, medium and large organizations increased steadily. Organizations are forced to adapt their systems and perform ERP upgrades in o...
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Purpose In the last years the penetration of enterprise resource planning (ERP) systems within small, medium and large organizations increased steadily. Organizations are forced to adapt their systems and perform ERP upgrades in order to react to rapidly changing business environments, technological enhancements and rising pressure of competition. The purpose of this paper is to focus on the critical success factors for such projects. Design/methodology/approach The paper is based on a literature review and qualitative interviews with CEOs, CIOs, ERP consultants and project managers who recently carried out ERP upgrade projects in their respective organizations. Findings This paper identifies 14 critical success factors for ERP upgrade projects. Amongst others, effective project management, external support, the composition of the ERP team and the usage of a multiple system landscape play a key role for the success of the ERP upgrade. Furthermore, a comparison to the critical success factors for ERP implementation projects was conducted, and even though there are many similarities between these types of projects, several differences emerged. Originality/value ERP upgrade projects have a huge impact on organizations, but their success and antecedents for it are currently under-researched.
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Enterprise information systems (EIS) are directly implied in the global performance of an organisation. Nevertheless, their potential rigidity in comparison with the required fast evolution of the supported organisation remains an...
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Enterprise information systems (EIS) are directly implied in the global performance of an organisation. Nevertheless, their potential rigidity in comparison with the required fast evolution of the supported organisation remains an important open research question. The proposed research work aims to define and evaluate the agility of an EIS, in order to assist both software engineers and business managers in EIS improvement projects. In particular, a framework is proposed to structure the different existing metrics on agility according to the improvements needs and the intrinsic characteristics of an information system.
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Purpose - The purpose of this study is to explore the knowledge management (KM) perspective of information technology (IT) projects based on enterprise system (ES) implementations. The study determined what knowledge is needed in ...
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Purpose - The purpose of this study is to explore the knowledge management (KM) perspective of information technology (IT) projects based on enterprise system (ES) implementations. The study determined what knowledge is needed in each of the project phases (what for, from what sources), how this knowledge is transformed during the project (what knowledge activities are performed concerning this knowledge) and what knowledge-related artifacts are created. A KM framework for ES projects is formulated based upon the results. Design/methodology/approach - The research has a qualitative exploratory design based on multiple data sources: documentation, semi-structured interviews and participant observation. A coding procedure was applied with the use of a pre-defined list of codes, as derived from KM literature regarding knowledge types, actors, project phases and activities. Open coding was used to determine the role of each type of knowledge in the implementation process. Findings - The study examined the significance of the particular types of knowledge of each project actor across the project phases, and identified the specific knowledge activities that need to be performed for a successful outcome. In contrast to existing literature, this study also demonstrates that project management knowledge consists of two components: generic and product-related. Meta-knowledge, i.e. knowledge about other people's knowledge was also identified as critical in the initial phases of the project. Solution knowledge was identified as the primary knowledge product. It is the result of the integration of company and product knowledge and is embedded into the system. Research limitations/implications - The limitation of this study is that it concentrated on a specific type of the IT project, namely ES implementation. The results cannot be directly extrapolated to other IT projects. Practical implications - The results of the study may aid in effective staffing for ES implementations and in identifying the necessary knowledge sources. They may also enable the development of relevant KM procedures for a project. Originality/value - No comprehensive project KM framework for ES has been found in the existing KM literature, and this study fills this gap in the research.
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This study contributes to the growing body of literature on the value of enterprise resource planning (ERP) investments at the firm level. Using an organization integration lens that takes into account investments in complementary...
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This study contributes to the growing body of literature on the value of enterprise resource planning (ERP) investments at the firm level. Using an organization integration lens that takes into account investments in complementary resources as well as an options thinking logic about the value of an ERP platform, we argue that not all ERP purchases have the same potential impact at the firm level due to ERP project decisions made at the time of purchase. Based on a sample of 116 investment announcements in United States-based firms between 1997 and 2001, we find support for our hypotheses that ERP projects with greater functional scope (two or more value-chain modules) or greater physical scope (multiple sites) result in positive, higher shareholder returns. Furthermore, the highest increases in returns (3.29%) are found for ERP purchases with greater functional scope and greater physical scope; negative returns are found for projects with lesser functional scope and lesser physical scope. These findings provide empirical support for prior theory about the organizational integration benefits of ERP systems, the contribution of complementary resource investments to the business value of IT investments, and the growth options associated with IT platform investments. The article concludes with implications of our firm-level findings for this first wave of enterprise systems.
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tCurrent methods for project management in the software engineering field consider a project as a process that transforms a specific business need into specific software. The role played by standard applications such as enterprise...
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tCurrent methods for project management in the software engineering field consider a project as a process that transforms a specific business need into specific software. The role played by standard applications such as enterprise resource planning (ERP) raises questions about the relationship between the business needs of the company and the conditions required to implement the applications that exist independently of these needs. The historical answers of software engineering to the issue of strategic alignment between business, organization, information system and architecture are not sufficient to support an ERP project. This paper proposes a model-driven ERP project approach, focused on alignment and taking into account models of a company's requirements and models of the capabilities of existing applications and technologies. The company's needs are analyzed as dependent on existing applications. IS (re)engineering then becomes a process of alignment between models of needs, of solutions, of organizations and of contexts. Our engineering project approach supports this idea of alignment as a process of consistency built between partial models, characterizing all of the dependencies between their constructs. We illustrate the construction of this approach with the analysis of three typical cases from our consulting experience, ranging from projects that focus on technical migration to projects that require the complete re-engineering of a business. We then characterize the different situations of alignment between business and technology, for different models set in our modeling framework, taking into account standard business knowledge and applications.
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This study examines enterprise system (ES) implementation issues on the basis of research conducted among practitioners dealing with ES projects in Poland. The particular topics investigated include mechanisms determining the succ...
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This study examines enterprise system (ES) implementation issues on the basis of research conducted among practitioners dealing with ES projects in Poland. The particular topics investigated include mechanisms determining the success of ES implementations, project conditions and implementation effects. Using a success factors model and a synthetic measure of implementation success, this paper recognises the factors that have the greatest influence on implementation success. While researching project conditions, this study discusses how the ES projects researched were linked with enterprise strategy, how their efficiency was measured and to what extent they defined implementation goals. This paper analyses also the positive and negative effects of ES implementations. The effects investigated were divided into technical, economic, organisational and social results. During the analysis, the implementations examined were divided into groups of projects on the basis of their duration, scope and company size. The findings recognise the leading roles of certain factors among specific project groups and suggest that participants from the most complicated projects are most aware of the overwhelming implementation challenge. The analysis reveals some differences in perceptions and attitudes between stakeholders involved in an implementation project. Managerial and research issues are discussed, together with country-specific aspects.
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Predictive maintenance has the potential to improve the reliability of production and service provisioning. However, there is little knowledge about the proper implementation of predictive maintenance in research and practice. The...
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Predictive maintenance has the potential to improve the reliability of production and service provisioning. However, there is little knowledge about the proper implementation of predictive maintenance in research and practice. Therefore, we conducted a multi-case study and investigated underlying conditions and technological aspects for implementing a predictive maintenance system and where it leads to. We found that predictive maintenance initiatives are triggered by severe impacts of failures on revenue and profit. Furthermore, successful predictive maintenance initiatives require that pre-conditions are fulfilled: Data must be available and accessible. Very important is also the support by the management. We identified four factors important for the implementation of predictive maintenance. The integration of data is highly facilitated by Cloud-based mechanisms. The detection of events is enabled by advanced analytics. The execution of predictive maintenance operations is supported by data-driven process automation and visualization.
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