Analysis of Critical Success Factors Relevance along SAP Implementation Phases

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Analysis of Critical Success Factors Relevance along SAP Implementation Phases

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Analysis of Critical Success Factors Relevance along SAP Implementation Phases

  1. 1. Analysis of Critical Success Factors Relevance along SAP Implementation Phases Ph José M. Esteves, Joan A. Pastor Universitat Politècnica de Catalunya Dept. of Lenguajes and Sistemas Informaticos (LSI) Dept AMCIS 2001 1
  2. 2. Index Unified CSFs Model ASAP Methodology gy PQM Approach Conclusions C l i 2
  3. 3. CSFs Unified Model Strategic Tactical nal nization Organ gical chnolog Tec 3
  4. 4. CSFs Unified Model Strategic Tactical •Sustained management support •Dedicated staff and consultants •Effective organizational change •Strong communication inwards g management and outwards onal •Good project scope management •Formalize project plan/schedule ganizatio •Adequate project team composition •Adequate training program •Meaningful business process reengineering •Preventive trouble shooting Org •Adequate project champion role •Usage of appropriate consultants U f i t lt t •User involvement and participation •Empower decision makers •Trust between partners 4
  5. 5. CSFs Unified Model Strategic Tactical •Avoid customization •Adequate software configuration gic •Adequate ERP implementation strategy q p gy •Legacy systems management Legacy echnolog •Adequate ERP version Te 5
  6. 6. ERPs Studied SAP S Peoplesoft O l f Oracle l Baan Other O h Bancroft et al. (1998) Brown and V B d Vessey (1999) Clemons (1998) De Bruin (1997) Dolmetsch et al. (1998) Holland et al. (1999) ( ) Gibson and Mann (1997) Kale (2000) Parr et al. (1999) Stefanou (1999) Sumner (1999) 6
  7. 7. ASAP Roadmap 7
  8. 8. ASAP Roadmap Workpackages p g Activities Tasks 8
  9. 9. Project Preparation Phase Structure Workpages Activities Create and issue proj. Charter Review d fi i l St t R i and refine impl. Strategy Establish Proj. Team Working Environment Initial project planning Determine Proj. Organization Prepare proj. Plan proj Create Proj. Team Training Plan Organizational change management training plan and Team building Define proj. Management standards and procedures Project Procedures Define implementation standards and procedures Define system landscape strategy Project Kickoff Project kick-off Technical Req irements planning Requirements Technical R i T h i l Requirements Planning t Pl i 9 Quality check project preparation phase Quality check project preparation phase
  10. 10. Research Method Approach Unified M d l f CSF U ifi d Model of CSFs in ERP Implementations Process Quality Management Method (PQM) Matrix of CSFs + versus Grounded Theory Method ASAP Processes ASAP Methodology gy Processes 10
  11. 11. PQM Approach Define mission States the team s fundamental reason team’s for existence Identify Critical Necessary and sufficient key needs Success Factors to accomplish the mission ( (CSFs) ) Establish Most Business activities most in need of Critical Processes management attention and resources (MCPs) Review management Agree/define the projects to improve implications i li ti the MCPs th MCP 11
  12. 12. Matrix ASAP Processes versus CSFs Adequate Software Configuration Dedicated Staff and Consultants Sustained Managem Support ional Change tion Inwards Good Proj. Scope Management lementation Legacy Systems M anagement Meaningful Business Process n/Schedule Preventive Trouble Shooting Adequate Training Program Empower Decision Makers ment ners sion User Involvement and ate am on Trust Between Partn le M Usage of Appropria Avoid Customizatio Effective Organizati Strong Communicat Adequate ERP Impl d Adequate ERP Vers a Adequate Proj. Tea e Proj. Champion Rol Formalize Proj. Plan Reengineering an Outwards Composition Participation Consultants Strategy Count nd M G A U D A U A A A A C R C C E T E L S P P S F P S Initial project planning 15 Project procedures 15 Prepare kickoff meeting 1 1 Conduct kickoff meeting 1 1 2 Company-wide project announcement 1 1 Kickoff meeting 3 prepare for standards meeting 1 1 2 conduct standards meeting 1 1 1 3 Project team standards meeting 4 Project kickoff 4 Complete technical requirements q p q questionnaire 1 1 Define technical infrastructure needs 1 1 Identify technical requirements 1 Size initial hardware 1 1 2 Review system sizing results 1 1 Approve sizing results 1 1 2 Order initial hardware 1 1 2 Order remote network connection 1 1 Procure hardware 4 Technical requirements planning 4 Conduct quality check and obtain approval 1 1 Sign off project preparation phase 1 1 2 Perform quality check and obtain approval 2 Quality check project preparation phase 2 12 Project preparation Phase 18 total 26 17 7.5 7.5 1.9 3.8 53 9.4 7.5 13 23 9.4 3.8 1.9 0 11 1.9 5.7 13 0
  13. 13. CSFs Relevance along ASAP Phases Phase1 Phase2 Phase3 Phase4 Phase5 Organizational Strategic Sustained Management Support 8 5 5 6 8 Effective Organizational Change 6 9 6 5 6 Good Proj. Scope Management 5 4 4 5 5 Adequate Proj. Team Composition Proj 5 4 4 4 4 Meaningful Business Process Reengineering 4 7 4 4 5 Perspective User Involvement and Participation 5 8 10 7 5 Proj. Champion Role 10 10 9 10 10 Trust Between Partners 5 4 4 5 5 Tactical Dedicated Staff and Consultants 5 5 4 5 6 Strong Communication Inwards and Outwards 7 7 5 6 8 Formalized Proj. Plan/Schedule 9 7 7 7 5 Adequate Training Program dequa e a g og a 5 5 5 7 4 Preventive Trouble Shooting 4 4 7 9 7 Usage of Appropriate Consultants 5 4 4 4 4 Empowered Decision Makers 3 5 5 5 4 Technological Strategic Adequate ERP Implementation Strategy g g q p gy 5 4 4 4 4 Avoid Customization 4 4 4 4 4 Perspective Tactical Adequate ERP Version 4 4 4 4 4 Adequate Software Configuration 5 6 10 6 6 Adequate Legacy Systems Knowledge 3 4 4 4 4 13
  14. 14. Most Relevant CSF by Phase Adequate proj. champion role 10 Formalized plan/schedule 9 Project P j t Preparation Sustained Mng. support 8 Strong communication 7 Adequate proj. champion role proj 10 Effective organizational change 9 Business User involvement and participation 8 Blueprint Strong communication 7 Formalized plan/schedule F li d l / h d l 7 14
  15. 15. Most Relevant CSF by Phase User involvement and participation 10 Realization Adequate software configuration 10 Adequate proj champion role 9 Formalized plan/schedule 7 Adequate proj champion role Ad t j h i l 10 Preventive trouble shooting 9 Final User involvement and participation 7 Preparation Formalized plan/schedule 7 Adequate training program 7 15
  16. 16. Most Relevant CSF by Phase Adequate proj. champion role 10 Go Live & Strong communication g 8 Support Sustained Mng. Support 8 Preventive trouble shooting 7 16
  17. 17. Conclusions We studied all CSFs along ASAP phases. Comparison with two similar studies, however, ours is the only that relates CSFs with the phases and processes of an ERP methodology. Validation with case studies. How ASAP processes support CSFs accomplishment? Extend to other ERP studies. 17
  18. 18. Q Questions ? 18
  19. 19. Phase 1 CSF1 CSF2 Phase 2 CSF3 Phase 3 Phase 4 CSFn Phase 5 19
  20. 20. Management Support Implementation Methodology Project Champion Participation ERP Success Communication Project Team 20
  21. 21. Criticality High W1.1 W2.2 W5.1 8 W1.2, W1 4 W1 2 W1.4 W2.1, W2 5 W2 1 W2.5 W5.2 W5 2 W1.3 W2.6 W4.1 Normal W2.3 W2 3 W3.2, W3 3 W3 15 W4.2 W3 2 W3.3, W3.15 W4 2 W3.1, W3.4, W3.6, W3.11, W3.12, W3.16 W4.4 4 W1.5 W3.8, W3.9, W3.13, W3.14, W3.17 W2.7 W4.5, W4.6 W2.4 W3.5 W4.3 Low W3.7 0 Project Business Realization Final Go Live & Preparation Blueprint Preparation Support 21

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