Change Management Toolkit including Models, Plans, Frameworks & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-Deloitte Change Consultants | Download and Reuse Now a Change Management Toolkit including 10+ Models, Plans, Frameworks & Tools.
Prosci's webinar "Roles in Change Management" - delivered live on Wednesday, August 19 11:00 AM EDT and Thursday, August 20 4:00 PM EDT. Register at www.prosci.com/webinars
Project organisation and erp implementation methodGaurav Kumar
The Project Organization defines the human infrastructure of the project. This task is designed to define the project organization chart, the roles, and the relationships of the project team. The organizational structure clearly identifies roles and responsibilities of each position, augmenting the existing role definitions where necessary to cover all of the responsibilities. The Project Organization technique that is used in this step provides a standard set of roles and responsibilities which can be customized for a particular project. This should cover all personnel resources required, both full and part time.
Is there a simple way to explain to someone what change management is and why it is essential, not optional? Prosci’s Five Tenets of Change Management helps you tell a simple and compelling story about why change management is necessary for projects to deliver results and achieve objectives. The five tenets help you provide crucial context for your “what is change management?” discussions. During the webinar, you will have the chance to create your own “five tenets” story.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/sap-and-change-management/
As a “seasoned” Change Manager, I have been involved in many diverse projects focusing on managing the business aspect of technology implementations; e.g. ERP (SAP, Oracle, Microsoft Dynamics), Core Banking Systems, Business Intelligence, Case Working and Knowledge Management solutions, and the like.
To this day, I continue to be asked why is there a need to have involvement from a Change Manager, because a technology implementation “is what it is” and once implemented, the business should just be able to “get on and work with it.” But, it’s not quite as simple as that, because if you break down the impact of a technology implementation on a business, it would go something like this:
• It will change the way a business operates.
• Key stakeholders will want and need to be involved and communicated with.
• Processes will change.
• Organisation structures will change.
• The readiness of the business will need to be measured to ensure a smooth go-live.
• There will be a need to train and educate people in new ways of working.
• Business benefits as set out in the business case will need to be tracked.
• Once people gain competence with the new technology they should be encouraged to continuously improve ways of working into the future.
That sounds very simple, but actually it’s not, because all of these things involve people and they will need to have their expectations and perceptions managed.
Technology implementations aimed at making an organisation more efficient have become larger and more critical in recent years and now represent a major challenge for organisations. Despite improved technical functionality and reliability there are still project overruns, delays and sometimes downright failure. Research continues to show that between 30% and 70% of technology implementations either fail to meet their targeted benefits or stall and/or overrun. Problems are typically not related to the system or to technical issues surrounding the software but instead are often due to business related issues. One of the main reasons cited for this failure rate is that projects are usually managed from a technical perspective by Project Managers who are driven by milestones and deliverables but lack the necessary “soft skills” to deal effectively with the people side of change.
Change Management Toolkit including Models, Plans, Frameworks & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-Deloitte Change Consultants | Download and Reuse Now a Change Management Toolkit including 10+ Models, Plans, Frameworks & Tools.
Prosci's webinar "Roles in Change Management" - delivered live on Wednesday, August 19 11:00 AM EDT and Thursday, August 20 4:00 PM EDT. Register at www.prosci.com/webinars
Project organisation and erp implementation methodGaurav Kumar
The Project Organization defines the human infrastructure of the project. This task is designed to define the project organization chart, the roles, and the relationships of the project team. The organizational structure clearly identifies roles and responsibilities of each position, augmenting the existing role definitions where necessary to cover all of the responsibilities. The Project Organization technique that is used in this step provides a standard set of roles and responsibilities which can be customized for a particular project. This should cover all personnel resources required, both full and part time.
Is there a simple way to explain to someone what change management is and why it is essential, not optional? Prosci’s Five Tenets of Change Management helps you tell a simple and compelling story about why change management is necessary for projects to deliver results and achieve objectives. The five tenets help you provide crucial context for your “what is change management?” discussions. During the webinar, you will have the chance to create your own “five tenets” story.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/sap-and-change-management/
As a “seasoned” Change Manager, I have been involved in many diverse projects focusing on managing the business aspect of technology implementations; e.g. ERP (SAP, Oracle, Microsoft Dynamics), Core Banking Systems, Business Intelligence, Case Working and Knowledge Management solutions, and the like.
To this day, I continue to be asked why is there a need to have involvement from a Change Manager, because a technology implementation “is what it is” and once implemented, the business should just be able to “get on and work with it.” But, it’s not quite as simple as that, because if you break down the impact of a technology implementation on a business, it would go something like this:
• It will change the way a business operates.
• Key stakeholders will want and need to be involved and communicated with.
• Processes will change.
• Organisation structures will change.
• The readiness of the business will need to be measured to ensure a smooth go-live.
• There will be a need to train and educate people in new ways of working.
• Business benefits as set out in the business case will need to be tracked.
• Once people gain competence with the new technology they should be encouraged to continuously improve ways of working into the future.
That sounds very simple, but actually it’s not, because all of these things involve people and they will need to have their expectations and perceptions managed.
Technology implementations aimed at making an organisation more efficient have become larger and more critical in recent years and now represent a major challenge for organisations. Despite improved technical functionality and reliability there are still project overruns, delays and sometimes downright failure. Research continues to show that between 30% and 70% of technology implementations either fail to meet their targeted benefits or stall and/or overrun. Problems are typically not related to the system or to technical issues surrounding the software but instead are often due to business related issues. One of the main reasons cited for this failure rate is that projects are usually managed from a technical perspective by Project Managers who are driven by milestones and deliverables but lack the necessary “soft skills” to deal effectively with the people side of change.
Prosci Webinar - Advanced Applications of ADKARProsci ANZ
Whether you're new to ADKAR or have been using it in your change management work for some time, this webinar will give you new perspective on how to maximize your use of this simple framework to achieve more successful personal and organizational change.
Best Practices for Managing a Large-Scale SAP System Consolidation ProjectSAPinsider Events
View this session from Managing your SAP Projects 2014. Coming to Las Vegas in November! www.sapprojects2015.com
Get best practices for successfully migrating users, processes, and data from multiple legacy SAP systems in multiple countries to a single, global SAP ERP system. Attend this session for:
- Tips to structure business and IT teams globally and locally to successfully complete an SAP system consolidation project
- Insight into the challenges, tools, and methods for managing this type of project from each major project phase – from prep through go-live
- Guidelines for successfully migrating over 100 different master and transactional data objects across functional domains from multiple countries
Prosci Webinar - Applying the Prosci ADKAR methodologyProsci ANZ
The Prosci ADKAR® Model describes the five building blocks of successful change at the individual level. In times of change - whether at home, in the community or at work - individuals need Awareness, Desire, Knowledge, Ability and Reinforcement to successfully make a change. This webinar presents the Prosci ADKAR Model and six applications of the model for change management professionals.
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project managementand business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles.
This slideshare is from the webinar on Setting up the Centre of Excellence for RPA featuring David Thurkle, Executive Program Director at National Australia Bank.
Business Process Management Training | By ex-Deloitte & McKinsey ConsultantsAurelien Domont, MBA
Business Process Management Training in 100 re-usable Powerpoint slides | By ex-Deloitte & McKinsey Consultants | Downloadable at www.slidebooks.com | Includes Tools, Templates, Frameworks, Principles
Program Management Offices (PgMOs) serve to provide portfolio, program and project management governance, policy, procedure, process, guidance, standards, tools, techniques, templates, methodologies, evaluation, risk, performance measurement, and reporting expertise in the role of a Center of Excellence. In implementing a PgMO, clients seek to ensure not only successful delivery of programs, projects and operations -- but also to obtain the benefits from a coordinated framework and methodology for continual improvement of program/project management, vendor management, ongoing operations management and resource management. Ideally, the proper setup, management, measurement & services offered at the PgMO will increase the likelihood of benefits realization within their organization and partner agencies.
A Comprehensive Approach to Application Portfolio RationalizationCognizant
A comprehensive approach to application portfolio rationalization will enable organizations to maximize the business value of their applications and focus on strategic opportunities.
Methods of Organizational Change ManagementDATAVERSITY
The disparity between expecting change and managing it — the “change gap” — is growing at an unprecedented pace. This has put many information management shops into traction as they initiate large, complex projects needed to stay competitive.
Information management professionals and business leaders must concern themselves with the organization’s acceptance of these efforts. To be successful in achieving the larger enterprise goals, these initiatives must transform the organization. However, it takes more than wishful thinking to bridge the gap.
The complexities of engaging behavioral and enterprise transformation are too often underestimated at great peril because the “soft stuff” is truly hard.
How project managers, change managers, and organization leaders can drive project success by implementing change management, using the Prosci change management methodology and certification program.
A 60min in depth demonstration of the Prosci ADKAR dashboard with proven examples, tips and techniques resented by Catherine Smithson and Joanne Rinaldi from Being Human.
Organisational Change Management (OCM) is a critical component of many successful ERP projects. Despite this, the term Change Management is one which is not well understood by many ERP practitioners or by most ERP users. There is often a general sense that it covers the softer, people-related issues that arise during ERP implementation projects and that as a result, OCM itself is an ill-defined and woolly concept.
This paper sets out to dispel this view by defining OCM in ERP projects very clearly in terms of strategy, constituent work streams and implementation tasks. View an extract of the report and download the full report for free at: http://www.lumeniaconsulting.com/resources/reports-white-papers/organisational-change-management-erp-projects
Prosci Webinar - Advanced Applications of ADKARProsci ANZ
Whether you're new to ADKAR or have been using it in your change management work for some time, this webinar will give you new perspective on how to maximize your use of this simple framework to achieve more successful personal and organizational change.
Best Practices for Managing a Large-Scale SAP System Consolidation ProjectSAPinsider Events
View this session from Managing your SAP Projects 2014. Coming to Las Vegas in November! www.sapprojects2015.com
Get best practices for successfully migrating users, processes, and data from multiple legacy SAP systems in multiple countries to a single, global SAP ERP system. Attend this session for:
- Tips to structure business and IT teams globally and locally to successfully complete an SAP system consolidation project
- Insight into the challenges, tools, and methods for managing this type of project from each major project phase – from prep through go-live
- Guidelines for successfully migrating over 100 different master and transactional data objects across functional domains from multiple countries
Prosci Webinar - Applying the Prosci ADKAR methodologyProsci ANZ
The Prosci ADKAR® Model describes the five building blocks of successful change at the individual level. In times of change - whether at home, in the community or at work - individuals need Awareness, Desire, Knowledge, Ability and Reinforcement to successfully make a change. This webinar presents the Prosci ADKAR Model and six applications of the model for change management professionals.
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project managementand business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles.
This slideshare is from the webinar on Setting up the Centre of Excellence for RPA featuring David Thurkle, Executive Program Director at National Australia Bank.
Business Process Management Training | By ex-Deloitte & McKinsey ConsultantsAurelien Domont, MBA
Business Process Management Training in 100 re-usable Powerpoint slides | By ex-Deloitte & McKinsey Consultants | Downloadable at www.slidebooks.com | Includes Tools, Templates, Frameworks, Principles
Program Management Offices (PgMOs) serve to provide portfolio, program and project management governance, policy, procedure, process, guidance, standards, tools, techniques, templates, methodologies, evaluation, risk, performance measurement, and reporting expertise in the role of a Center of Excellence. In implementing a PgMO, clients seek to ensure not only successful delivery of programs, projects and operations -- but also to obtain the benefits from a coordinated framework and methodology for continual improvement of program/project management, vendor management, ongoing operations management and resource management. Ideally, the proper setup, management, measurement & services offered at the PgMO will increase the likelihood of benefits realization within their organization and partner agencies.
A Comprehensive Approach to Application Portfolio RationalizationCognizant
A comprehensive approach to application portfolio rationalization will enable organizations to maximize the business value of their applications and focus on strategic opportunities.
Methods of Organizational Change ManagementDATAVERSITY
The disparity between expecting change and managing it — the “change gap” — is growing at an unprecedented pace. This has put many information management shops into traction as they initiate large, complex projects needed to stay competitive.
Information management professionals and business leaders must concern themselves with the organization’s acceptance of these efforts. To be successful in achieving the larger enterprise goals, these initiatives must transform the organization. However, it takes more than wishful thinking to bridge the gap.
The complexities of engaging behavioral and enterprise transformation are too often underestimated at great peril because the “soft stuff” is truly hard.
How project managers, change managers, and organization leaders can drive project success by implementing change management, using the Prosci change management methodology and certification program.
A 60min in depth demonstration of the Prosci ADKAR dashboard with proven examples, tips and techniques resented by Catherine Smithson and Joanne Rinaldi from Being Human.
Organisational Change Management (OCM) is a critical component of many successful ERP projects. Despite this, the term Change Management is one which is not well understood by many ERP practitioners or by most ERP users. There is often a general sense that it covers the softer, people-related issues that arise during ERP implementation projects and that as a result, OCM itself is an ill-defined and woolly concept.
This paper sets out to dispel this view by defining OCM in ERP projects very clearly in terms of strategy, constituent work streams and implementation tasks. View an extract of the report and download the full report for free at: http://www.lumeniaconsulting.com/resources/reports-white-papers/organisational-change-management-erp-projects
Enterprise Applications Modernization, Issues and OpportunitiesIJARIIT
The Enterprise application complexity of enterprises has assumed gigantic proportions in last 3-4 decades. In large enterprises, thousands of applications run on varied platforms. IT is not able to cater to the fast changing business needs as productivity is hindered by the soloed and duplicate applications. One of the key objectives of CIOs in 2015 onwards is to how to make future ready of the Enterprise applications so that they can meet the macro-economic business challenges of the modern day.
This paper examines the major business challenges and drivers for enterprise application modernization, key benefits of optimization and modernization.
Investigation and Study of Vital Factors in Selection, Implementation and Sat...IJECEIAES
Small and Medium Scale Enterprises in India are the most productive job designers and forerunners in developing new ideas in the field of business. SMEs not only play a vital role in providing large scale employment openings at reasonably lower capital than large businesses but also help in industrialization of rural areas in India. SMEs are complementary to large industries as subsidiary units and this sector contributes immensely to the socio-economic development of the country. Small and Medium scale industries have grown tremendously in the last 5 decades. In spite of high enthusiasm and intrinsic capabilities to grow, there are a number of problems faced by SME‟s; one of them is the „technological obsolescence‟. The SME sector in order to outcome this challenge must make advances in the field of engineering and technology. Adoption of Information Communication Technology in their business process can enhance their productivity and global competency.in the market. In this connection Enterprise Resource Planning plays a vital role in the SME‟s business process strategy. Hence there is a need for the motivation to implement ERP and find whether the current ICT solution the industries using are adequate for their strategy. In this paper we try to find out which ERP vendors does the SME sectors prefer, are the features of the ERP system and the implementation methodology selected have met the business goals and user satisfaction.
Risk of Adopting Open Source ERP for Small Manufacturers: A Case StudyPlacide Poba Nzaou
Purpose - This study aims to explore the process of open source software (OSS) adoption in small and medium-sized enterprises (SMEs), and more specifically open source ERP as a “mission critical” OSS application in manufacturing. It also addresses the fundamental issue of ERP risk management that shapes this process.
Design/methodology/approach - The approach is done through an interpretive case study of a small Canadian manufacturer that has adopted an open source ERP system.
Findings - Interpreted in the light of diffusion of innovation theory and the IT risk management literature, results indicate that the small manufacturer successfully managed the adoption process in a rather intuitive manner, based on one guiding principle and nine practices.
Practical implications - This research confirms that open source is a credible alternative for SMEs that decide willingly or under external pressure to adopt an ERP system. Moreover, it suggests that a high level of formalization is not always necessary. For ERP vendors, this study shows that SMEs are more in search of flexibility in an ERP system than in the “best practices” embedded within these systems.
Originality/value - We argue that rich insights into the dynamics of the OSS-ERP adoption process can be obtained by framing this process within a risk management context.
KEYWORDS:
Open source software; ERP adoption; SME; Small business; IT risk management.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Let's dive deeper into the world of ODC! Ricardo Alves (OutSystems) will join us to tell all about the new Data Fabric. After that, Sezen de Bruijn (OutSystems) will get into the details on how to best design a sturdy architecture within ODC.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
"Impact of front-end architecture on development cost", Viktor TurskyiFwdays
I have heard many times that architecture is not important for the front-end. Also, many times I have seen how developers implement features on the front-end just following the standard rules for a framework and think that this is enough to successfully launch the project, and then the project fails. How to prevent this and what approach to choose? I have launched dozens of complex projects and during the talk we will analyze which approaches have worked for me and which have not.
"Impact of front-end architecture on development cost", Viktor Turskyi
15. Assessing Risk In Erp Projects Identify And Prioritize The Factors
1. Introduction
Assessing risk in ERP
With the rapid expansion of e-commerce/
projects: identify and e-business, enterprises are facing management
pressure from customers, suppliers, and
prioritize the factors competitors. Their customers are pursuing low
cost, high quality, and quick supplement responds.
Shi-Ming Huang The flexibility to reduce the inventory and to
decrease the cost during the operation process has
I-Chu Chang become the major tasks of enterprises (Zheng et al.,
Shing-Han Li and 2000). For these reasons, the enterprise needs the
support of a strong alley to keep the competition
Ming-Tong Lin advantage that enterprise resource planning (ERP)
system emerges.
The authors The ERP system market is one of the fastest
growing markets in the software industry (Willis
Shi-Ming Huang is based at the Department of Accounting and
Information Technology, National Chung Cheng University, and Willis-Brown, 2002). ERP systems are huge
Taiwan, Republic of China. and complex systems and warrant careful planning
I-Chu Chang, Shing-Han Li and Ming-Tong Lin are based at and execution to ensure their successful
the Department of Information Management, National Chung implementation (Gupta, 2000). AMR research
Cheng University, Taiwan, Republic of China. (2002) pointed out that the ERP market would be
$16 billion in 2002 and will remain so through at
Keywords least 2004. Current major ERP vendors are SAP
Risk management, Resource management, AG, Baan, Oracle, and J.D. Edward, etc. These
Analytical hierarchy process, Delphi method vendors occupy over 50 percent of the market
(AMR research, 2000).
Abstract In addition, PMP research (2001) carried out
Various figures have stated that ERP (enterprise resource an ERP related survey on the impact of
planning) systems have become one of the largest IT manufacturing system, and the results revealed
investments in recent years. The implementation of ERP system, that 70 percent of sample companies believed that
however, is not an easy task. Previous research reports unusually the average implementation time of ERP system is
high failure in ERP projects, sometimes jeopardizing the core from six months to two years. Regarding the
operation of the implementing organization. The most famous
investment effort of ERP system in US 5000, more
case is FoxMeyer filed for Chapter 11 bankruptcy protection.
than 68 percent of companies would apply the Big
Further, ERP systems appear to present unique ongoing risks due
to its uniqueness. In this study, we used a Delphi method to Bang methodology to change their system and
identify potential ERP projects risk factors, and constructed an business processes at one time, and the ERP
AHP-based framework to analyze and then prioritized the ERP system implementation costs companies at the
projects risk factors. The result reveals that some important risk average of approximately one million dollars, as
factors deserve more attention during the implementation of indicated by the survey results of Keil and
ERP projects. Montealegre (2000). It is a big investment project
for an enterprise.
Electronic access But according to the estimation of Standish
The Emerald Research Register for this journal is Group International 90 percent SAP R/3 projects
available at run late (Scott and Vessey, 2002), and Williamson
www.emeraldinsight.com/researchregister (1997) indicated that 3/4 ERP projects were
The current issue and full text archive of this journal is considered as failure and cannot be accepted. And
available at in the case of FoxMeyer Drug, it has led to
www.emeraldinsight.com/0263-5577.htm bankruptcy proceeding (Scott and Vessey, 2002).
One explanation for the high failure rate is that
managers do not take prudent measures to assess
and manage the risks involved in these projects
(Mark et al., 1998; Wright and Wright, 2001).
An ERP is necessary for an enterprise in the world
market. It is obvious that ERP has become the core
competition ability of the enterprises. The
Industrial Management & Data Systems
Volume 104 · Number 8 · 2004 · pp. 681–688 enterprise manipulates the capabilities of ERP to
q Emerald Group Publishing Limited · ISSN 0263-5577 sustain routine operations. How to implement
DOI 10.1108/02635570410561672 ERP system well is the urgent and important issue.
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2. Assessing risk in ERP projects: identify and prioritize the factors Industrial Management & Data Systems
Shi-Ming Huang, I-Chu Chang, Shing-Han Li and Ming-Tong Lin Volume 104 · Number 8 · 2004 · 681–688
Various ERP implementation methods had verify the existing risks to decrease or to prevent
been proposed in the past decades. They tried to the impacts of risks of ERP pre-implementation.
mitigate the failure rate of ERP systems or to
implement ERP system more efficiently.
Unfortunately, they do not seem to work very well
(Hong and Kim, 2002; Huang et al., 2001; Background
Nikolopoulos et al., 2003). What are the major
factors causing this problem? Some researchers The term risk is associated with many human
endeavors because of its space exploration, nuclear
proposed that the risk concepts of ERP projects
reactor construction, company acquisition,
may be the reason (Wright and Wright, 2001).
security evaluations of information systems, or
According to Wiegers (1998), “A simple definition
information systems development. As such, people
of ‘risk’ is a problem that has not yet happened but
in a variety of domains have studied the notion of
which could cause some loss or threaten the
risk (Barki et al., 1993). Siropolis (1986), classified
success of your project if it did.” With this
risk into three categories: pure risk, fundamental
definition, some research has promoted to
risk, and speculative risk. The speculative risk
investigate the relative importance of various risks
involves gain or loss by an organization. An
in ERP projects and try to classify and eliminate
example of speculative risk would be the
these risks.
evolvement of a new software or implementation
McFarlan (1981) also mentioned that failure to
of new information system (IS) that has the
assess individual project risk and to adapt
potential to reap great rewards if the software
management methods was a major source of the
reinforces productivity. Conversely, it may cause a
software project problem. According to Barki et al.
loss, i.e. loss of investment. The risk factors
(1993), a task that is critical to the proper
exposed during ERP implementation belong to
management of software project development risk
speculative risk, that we can prevent the damage of
is the assessment of the risk facing the project. ERP risk factor.
Based on previous research, the estimation of risk Software development problems have been a
must be taken during the implementation of the major issue until now. Unfortunately, it appears
information system. That is the reason why we try that software development efforts still suffer from
to establish a framework of risk estimation of ERP age-old difficulties of cost overruns, project delays,
projects. Kliem (2000) figures that the relevant and unmet user needs (Wiegers, 1998). A well-
work of risks management is best performed as known article by McFarlan (1981) on software risk
early as possible in the life cycle. In this research, management was published, one decade ago, with
we assume that the estimation of the risks is from development failure examples just like the ones
the initiation of ERP projects. As the popular listed above. He stated that failure to assess
proverb says “prevention is better than cure”, individual project risk and to adapt management
Matthys and Shorter (2000) stated that a methods accordingly was a major source of the
researcher or adopter should pay particular software problem. Even though McFarlan’s views
attention to the definitions and problem have been well received by practitioners and
corrections of the ERP system implementation. researchers, little research has been done to
Much research has described that there is an advance our knowledge of software development
obvious difference between ERP projects and risks.
software projects (Bingi et al., 1999; Majed, 2003). Alter (1979) identified eight risk factors:
Most software projects are to develop a software nonexistent or unwilling users, multiple users or
system. But an ERP project is composed of implementers, turnover among all parties, inability
software projects and business processes. The ERP to specify purpose or usage, inability to cushion
system consists of tightly linked interdependencies impact on others, loss or lack of support, lack of
of business processes, software systems, and experience, and technical or cost-effectiveness
process reengineering (Wright and Wright, 2001; problems. Boehm (1991) recommended the use of
Xu et al., 2002), that presents unique risk factors approximate methods, and proposed a prioritized
formed with software systems and its wide checklist of ten software risk items: personnel
applications. According to the previous shortfalls, unrealistic schedules and budgets,
investigators (McFarlan, 1981; Kliem, 2000), we developing the wrong software functions,
would expose the risks during ERP developing the wrong user interface, gold plating,
implementation and provide suggestions to continuing stream of requirement changes,
improve it during ERP implementation. In this shortfalls in externally furnished components,
work, we try to find the major risk factors shortfalls in externally performed tasks, real-time
associated with ERP projects, construct a risk performance shortfalls, and straining computer
estimate framework for ERP projects, identify and science capabilities. Zmud (1980) states the
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3. Assessing risk in ERP projects: identify and prioritize the factors Industrial Management & Data Systems
Shi-Ming Huang, I-Chu Chang, Shing-Han Li and Ming-Tong Lin Volume 104 · Number 8 · 2004 · 681–688
factors that influence the outcome of software project-specific risk items that are likely to
development project: technological complexity, compromise a project’s success. Risk analysis
degree of novelty or structure of the application, assesses the loss in probability and magnitude for
technological change, and project size. Davis each identified risk item. Risk prioritization
(1982) identifies four sources of project produces a ranked ordering of risk items that are
uncertainty: the task to be supported, the identified and analyzed. In this paper, we used
application to be developed, the users, and the Delphi method to identify the risk factors, and
analysts. Ewusi (1997) suggests that several then used AHP (Satty, 1990) to analysis and
sources of uncertainty be taken into account in the prioritize the risk factors. Delphi is a group process
management of software development projects: that may use written media to solicit and aggregate
complexity, lack of structure, instability of project information from a group of disjoint individuals
objectives, newness of the technology, users, IS (Schmidt et al., 2001). It provides a means to
management, upper management, and project obtain, refine, and communicate the informed
size. Barki et al. (1993) reveals a high degree of judgments of experts. On the strength of
resemblance between what some authors have experienced practitioners and professional
labeled “risk factors” and what others have called consultants who had ever placed ERP project, we
“uncertainty factors”. In these given similarities, can extract the appropriate ERP risk factors.
the lists of uncertainty and risk factors identified in This research invited seven experts to
the IS literature were examined in order to group participate in this study; they are all experienced
factors with shared meanings. and well performed in ERP projects (Table II).
ERP projects are unique in that they require the The Delphi method consists of three rounds, in
intense collaboration of groups of stakeholders, which the first round focuses on the exploration of
namely; IS staff, end users and management. the subject and participants contributes additional
Hence ERP projects are organization-oriented information. Some consensus occurs in the middle
activities, and therefore subject to all the vagaries round. In the last round a final evaluation occurs
of group dynamics, interactions, coordination, and when all previous information has been analyzed
communication. Due to the aforementioned and results have been provided for participant
reason, Sumner (2000) held an investigation to a evaluation. After obtaining consensus from Delphi
better understanding of the major risk factors method, we extracted 28 proper risk factors. We
associated with enterprise-wide/ERP projects. then categorized these factors based on their
Wright and Wright (2001) also investigated the attributes. These categories are organization fit,
risk factors of ERP projects due to ERP systems, skill mix, project management and control, and
which inherently present unique risks associated software system design user involvement,
with its tightly linked interdependencies of technology planning. We used these risk factors to
business process, relational database, and process
construct the framework of the risk assessment.
reengineering. Sumner (2000) used case studies to
The AHP provided a flexible and easily
describe the experiences of several companies
understandable way of analyzing project risks. It is
which had implemented enterprise-wide
a multi criteria decision-making methodology that
information management systems using SAP,
allows subjective as well as objective factors to be
Peoplesoft, and Oracle. Wright and Wright (2001)
considered in project risk analysis. The first step of
held a semi-structured interview with experienced
this research by using Delphi method has
participants. They found that Insufficient training
formulated the decision problem in the form of a
and re-skilling, Insufficient internal expertise,
hierarchy structure (Figure 1). In a typical AHP
Lack of analysts with the knowledge of business
model, the top level reflects the overall objective or
and technology, Failure to mix internal and
focus of the problem. The elements affecting the
external expertise effectively, unable to comply
problem are represented in the intermediate level.
with the standard which ERP software supports,
After constructing the hierarchy, the
and lack of integration between enterprise-wide
prioritization procedures are started to determine
systems could be ERP risk factors. Based on
the relative importance of the element in each level
previous research, the ERP risk factors are listed in
of the hierarchy. The elements in each level are
the Table I.
compared pair-wise with respect to their
importance in making the decision. The verbal
scale used in an AHP enables the decision-maker
Methods used for identification of risks to incorporate subjectivity, experience and
knowledge in an intuitive and natural way. After
Boehm (1991) proposed the risk assessment creating the comparison matrices, the process
process as risk identification, risk analysis, and risk moves on the phase in which relative weights are
prioritization. Risk identification produces lists of derived for various elements. The relative weights
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Table I Risk factors of ERP
Category Risk factors in IS Risk factors unique in ERP
Organization fit Organizational environment (resource insufficiency Failure to support cross-organization design Wright and
and extent of changes) (Barki et al., 1993) Wright, 2001
Extent of changes (Keil and Montealegre, 2000)
Skill mix Lack of technical expertise (Ewusi, 1997) Insufficient training and re-skilling (Wright and
Lack of application knowledge (Barki et al., 1993; Wright, 2001)
Ewusi, 1997) Lack of analysts with business and technology knowledge
Inappropriate staffing and personnel shortfalls (Sumner, 2000)
(Boehm, 1989; Keil and Montealegre, 2000) Failure to integrate internal and external expertise
effectively (Sumner, 2000)
Project management Lack of agreement on project goals (Ewusi, 1997)
and control Lack of senior management involvement
(Ewusi, 1997; Keil and Montealegre, 2000)
Lack of effective project management methodology
(Keil and Montealegre, 2000; Ewusi, 1997)
Software system design Unclear/Misunderstanding changes in requirements Unable to comply with the standard which ERP
(Rainer et al., 1991; Boehm, 1989; Keil and software supports (Wright and Wright, 2001; Sumner, 2000)
Montealegre, 2000) Lack of integration between enterprise-wide systems
Lack of an effective methodology, poor estimation (Sumner, 2000; Wright and Wright, 2001)
and failure to perform the activities needed
(Rainer et al., 1991; Keil and Montealegre, 2000)
User involvement and Lack of user commitment and ineffective Insufficient training of end-user (Sumner, 2000; Wright and
training communications with users (Rainer et al., 1991; Keil Wright, 2001)
and Montealegre, 2000)
Conflicts between user departments (Keil and
Montealegre, 2000)
Technology planning Capability of current enterprise technical Attempting to link legacy applications (Sumner, 2000;
infrastructure (Ewusi, 1997) Wright and Wright, 2001)
Technology newness,(Rainer et al., 1991;
Boehm, 1989; Barki et al., 1993)
Technology complexity (Barki et al., 1993)
Table II Expert demographic
Panel
Characteristics 1 2 3 4 5 6 7
Title Director Professor Vice-primer Director Director Director Professor
Seniority 11 4 17 3 12 13 3
Numbers of ERP project panelist has 5 6 100 17 50 5 2
Members in ERP project
Max 15 20 200 100 30 15 12
Min 3 5 5 10 3 5 3
of elements of each level with respect to an element mathematical basis for determining the weights
in the adjacent upper level are computed as the which has been established by Saaty (1990).
component of the normalized eigenvector
associated with the largest eigenvalue of their
comparison matrix. The composite weights of
Data collection
decision alternatives are then determined by The target of AHP method in this study was the
aggregating the weights through the hierarchy. people who had ever participated ERP
This is accomplished by following a path from the implementation. We constructed a Web-
top of the hierarchy to each alternative at the questionnaire and invited 198 members of a
lowest level, and multiplying the weights along Chinese Enterprise Resource Planning Society
each segment of the path. The overcome of this (CERPS) to participate the research. The sample
aggregation is a normalized vector of the overall was chosen because the members of CERPS
weights of the options. The Table III shows the typically have expertise on ERP project
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Shi-Ming Huang, I-Chu Chang, Shing-Han Li and Ming-Tong Lin Volume 104 · Number 8 · 2004 · 681–688
Figure 1 The risk hierarchy of ERP project
Table III Scale of relative importance for correspondence table management and have widely been used in ERP
project management research. All the respondents
Intensity Definition Explanation
are assured that their response would be kept
1 Equal importance Two activities contribute equally confidential. A total of 30 questionnaires were
to the object returned, 4 were invalid (C.R . 0.1), effective
3 Moderate importance Slight favors one over questionnaire is 14 percent (26/198). A summary
another of the demographic characteristics of the sample is
5 Essential or strong importance Strongly favors one over
presented in Table IV.
another
7 Demonstrated importance Dominance of the demonstrated
importance in practice
9 Extreme importance Evidence favoring one over Data analysis
another of highest possible
order of affirmation User involvement and training, project
2,4,6,8 Intermediate When compromise is needed management and control are the facets concerning
Source: Saaty (1990)
the sample. These two facets occupy almost
50 percent of the total factor. Within the user
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Table IV Sample demographic The other major risk category for project
Characteristics Total achievement is project management and control.
Lack of senior manager commitment to project
Position and lack of efficient project management
Engineer 7 methodology are the major reasons of project
Manager 18
failure in this category. Conventionally, risk
Other position 1
analysis is performed at the overall project level.
Work experience
Among the synthesized of 28 risk factors, we
1-5 years 15
6-10 years 8
summarized the top ten risk factors that affect the
15 or above 3 ERP projects more than others (Table VI).
Organization size To implement ERP in the enterprise needs
Under 100 employees 0 business process reengineering and may change
100-500 employees 5 the enterprise environment. It needs a lot of effort
500-1000 employees 14 to ease the fear of users, and to eliminate the
1000 or above 7 resistance of users. Previous research indicated
Experience with ERP that user training is a key requirement for ERP
Yes 26 implementation. Pertaining to the insufficient
No 0 training of end-user, Davenport (1998) suggested
Implementation years with ERP system that ERP systems can empower users by equipping
0-1 year 5 them with real-time data, and Rao (2000)
2-3 years 15 observed that ERP was associated with greater job
4-5 years 6 flexibility by expanding individual awareness,
Above 0 creativity, and innovation. Robey et al. (2002)
figured that the above advantage should be on the
involvement and training risk category – ineffective premise of training. Before the user could use an
communications with users, failure to get user ERP system efficiently, they need to learn the
support, and insufficient training of end-user are business processes that were revised following
the major causes of ERP project failure (Table V). system implementation. They suggested that firms
Table V Weights of risk factors facets
Loading Factors Loading
Organization fit 0.142 Insufficient resources 0.25
Extent of change 0.17
Failure to redesign business process 0.26
Failure to support cross-organization design 0.19
Degree of computerization 0.13
Skill mix 0.12 Failure to recruit and retain ERP professional 0.14
Lack of appropriate experience of the user representatives 0.17
The ability and experience of inner expertise 0.16
Inappropriate staffing 0.14
Lack of analysts with business and technology knowledge 0.17
Failure to mix internal and external expertise effectively 0.21
Project management and control 0.23 Lack of agreement on project goals 0.13
Lack of senior manager commitment to project 0.47
The composition of project team members 0.18
Lack of effective project management methodology 0.22
Software system design 0.15 Unclear/Misunderstand changing requirements 0.25
Lack of effective software management methodology 0.17
Unable to comply with the standard which ERP software supports 0.16
Lack of integration between enterprise-wide systems 0.22
Developing wrong functions and wrong user interface 0.20
User involvement and training 0.23 Ineffective communications with users 0.30
Conflicts between user departments 0.19
Fail to get user support 0.24
Insufficient training of end-user 0.27
Technology planning 0.13 Capability of current enterprise technical infrastructure 0.25
Technology newness 0.19
Stability of current technology 0.24
Attempting to link legacy systems 0.33
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Table VI Top ten risk factors of ERP risk procedures. The mismatch between ERP systems,
existing structure, and business process of
Name Loading Priority
organization will generate widespread chaos.
Lack of senior manager commitment to project 0.11 1 Robey et al. (2002) suggested that the core team
Ineffective communications with users 0.073 2 and consultants could aid in solving this kind of
Insufficient training of end-user 0.066 3 problems. In most firms a core team assumed
Fail to get user support 0.052 4 responsibility for configuring the system, it served
Lack of effective project management methodology 0.049 5 as forces promoting new knowledge against the
Attempting to build bridges to legacy applications 0.043 6
knowledge barriers of the existing organization
Conflicts between user departments 0.043 7
memory. With the method of staffing core team
The composition of project team member 0.041 8
with experienced business and technology
Fail to redesign business process 0.037 9
managers could provide needed business and
Unclear/Misunderstanding changing requirements 0.036 10
technical expertise. Due to the integrated nature of
ERP, data entered into a system may be used
addressed the need for users to learn new system throughout the organization. If the inaccurate data
by providing formal training for users and by is entered into the common database, erroneous
taking an incremental approach to system data may have a negative domino effect throughout
implementation. The training should contain the enterprise. The domino effect will cause the
operation skills of new system, procedural training, ERP lose credibility and will encourage people to
revised business process and management change. ignore the new system and continue to run the
The user training should not only focus on company under the old system (Umble and
software procedure but also management change Umble, 2002).
and the concepts of process-orientation (Schmidt
et al., 2001).
The implementation of ERP contains various
Conclusion
changes, which may cause conflicts of different
departments. Without the intervention of senior The purpose of this study is to build a framework
management, no one will compromise the of ERP risk assessment. Previous research stated
rearrangement of ERP. Ewusi (1997) stated that that proper risk assessment requires an
the failure of senior management to request and understanding of
enforce regularly scheduled management review (1) what the actual risks are; and
meetings to monitor progress on a project is a (2) which of these risks managers perceive to be
major cause of failure. Umble and Umble (2002) more deserving of their attention.
suggested that if the top management is not
strongly committed to the system, does not foresee In this study, we have taken some steps toward
and plan for the profound changes necessitated by addressing each of these points. First we employed
ERP, or does not actively participate in the the Delphi method to acquire the risk factors
implementation, the implementation is at high risk associated with ERP project and we found that 28
of failure. The implementation of ERP must be such risk factors would affect during ERP
viewed as a transformation in the way the company implementation. Second, we establish an AHP-
does business. Besides the supports from top based framework to assess and prioritize these
management, excellent project management factors; the results also demonstrated that there are
techniques are also required (Umble and Umble, discernible differences in the identification and
2002). They indicated that implementation teams perceived importance of certain risk factors. The
should take a disciplines approach to project results of this study can assist practitioners on
management, including a clear definition of assessing the risk of ERP projects.
objectives, development of a work plan, and
establishment of resource requirement plan. Most
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