CRITICAL SUCCESS FACTORS (CSFS) OF ENTERPRISE RESOURCE PLANNING (ERP) SYSTEM IMPLEMENTATION IN HIGHER EDUCATION INSTITUTIONS (HEIS): CONCEPTS AND LITERATURE REVIEW
This document provides a literature review on critical success factors for implementing enterprise resource planning (ERP) systems in higher education institutions. It begins with definitions of ERP systems and discusses motivations for adopting them and their benefits. It then covers challenges to ERP implementation and defines critical success factors as areas that must go well for successful implementation. The document focuses on ERP implementation in higher education and the unique characteristics of higher education institutions that differentiate them from business organizations.
Critical Success Factors for Implementing an ERP System within University Con...IJMIT JOURNAL
Nowadays, Information Technology (IT) plays an important role in efficiency and effectiveness of the organizational performance. As an IT application, Enterprise Resource Planning (ERP) systems is considered one of the most important IT applications because it enables the organizations to connect and interact with its administrative units in order to manage data and organize internal procedures. Many institutions use ERP systems, most notably Higher Education Institutions (HEIs). However, many projects fail or exceed scheduling and budget constraints; the rate of failure in HEIs sector is higher than in other sectors. With HEIs’ recent movement to implement ERP systems and the lack of research studies examining successful implementation in HEIs, this paper provides a critical literature review with a special focus on Saudi Arabia. Further, it defines Critical Success Factors (CSFs) contributing to the success of ERP implementation in HEIs. This paper is part of a larger research effort aiming to provide guidelines and useful findings that help HEIs to manage the challenges for ERP systems and define CSFs that will help practitioners to implement them in the Saudi context.
The document discusses Enterprise Resource Planning (ERP) systems, including their implementation challenges, benefits, and economic effectiveness. Some key points:
1. ERP systems integrate software for functions like finance, supply chain, human resources to streamline business processes and information sharing.
2. Implementing ERP systems is challenging and requires organizational changes. Benefits include reduced costs, improved decision making with real-time data, and increased productivity.
3. The economic effectiveness of ERP systems depends on factors like cost savings from automation and management improvements balancing development and operating costs over time.
The document discusses enterprise resource planning (ERP) systems and proposes a research agenda on the topic. It provides background on ERP systems and their growth. A taxonomy of ERP research is presented that identifies major streams of ERP research including ERP adoption, technical aspects, and inclusion in information systems curricula. Key factors related to successful ERP adoption are discussed such as balancing standardization and flexibility, organizational preparedness, and management support and change management.
This document discusses an ERP implementation project in an oil and gas exploration company. It provides background on the company and describes the weaknesses of its previous fragmented IT systems. These included a lack of integration between siloed applications, difficult maintenance, and most business processes still being manual. The company implemented an ERP system to address these issues and integrate its business processes. The document is a case study of the ERP implementation challenges and lessons learned from implementing ERP in the oil and gas sector.
CRITICAL SUCCESS FACTORS FOR IMPLEMENTING AN ERP SYSTEM WITHIN UNIVERSITY CON...IJMIT JOURNAL
Nowadays, Information Technology (IT) plays an important role in efficiency and effectiveness of the
organizational performance. As an IT application, Enterprise Resource Planning (ERP) systems is
considered one of the most important IT applications because it enables the organizations to connect and
interact with its administrative units in order to manage data and organize internal procedures. Many
institutions use ERP systems, most notably Higher Education Institutions (HEIs). However, many projects
fail or exceed scheduling and budget constraints; the rate of failure in HEIs sector is higher than in other
sectors. With HEIs’ recent movement to implement ERP systems and the lack of research studies examining
successful implementation in HEIs, this paper provides a critical literature review with a special focus on
Saudi Arabia. Further, it defines Critical Success Factors (CSFs) contributing to the success of ERP
implementation in HEIs. This paper is part of a larger research effort aiming to provide guidelines and
useful findings that help HEIs to manage the challenges for ERP systems and define CSFs that will help
practitioners to implement them in the Saudi context.
Integration impediment during ERP Developmentijtsrd
ERP (Enterprise Resource Planning) systems have increasingly been developed and integrated with other internal and external systems. This paper contributes to the field of enterprise systems integration by clarifying the concept of integration in the context of ERP systems. We investigated integration obstacles during ERP development in 5 large organizations through theme-based interviews. Besides considering integration as purely technical challenge, our findings reveal the other perspectives of integration. In total 31 environmental, technical, managerial, and organizational integration obstacles were identified from empirical data and further mapped with 13 ERP challenge categories derived from the literature. Our findings reveal that integration barriers are related to all 13 categories of ERP challenges. This indicates that integration should not be a separate project from ERP development. Identifying the integration obstacles is necessary for practitioners to develop counteractions to enterprise integration problems Jaychand Vishwakarma"Integration impediment during ERP Development" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-2 | Issue-3 , April 2018, URL: http://www.ijtsrd.com/papers/ijtsrd12735.pdf http://www.ijtsrd.com/computer-science/other/12735/integration-impediment-during-erp-development/jaychand-vishwakarma
1) ERP systems aim to increase efficiency by automating and unifying all organizational processes. They integrate data across departments to provide managers with accurate, real-time information.
2) Implementing ERP is a complex, time-consuming process that requires organizational readiness. Successful implementation depends on specialized knowledge about selection, administration, production, and modernization.
3) ERP can increase productivity and decrease costs by standardizing processes, reducing inventory levels, and providing a single system for financial reporting, customer orders, and manufacturing. However, the high costs of ERP implementation must be considered.
Critical Success Factors for Implementing an ERP System within University Con...IJMIT JOURNAL
Nowadays, Information Technology (IT) plays an important role in efficiency and effectiveness of the organizational performance. As an IT application, Enterprise Resource Planning (ERP) systems is considered one of the most important IT applications because it enables the organizations to connect and interact with its administrative units in order to manage data and organize internal procedures. Many institutions use ERP systems, most notably Higher Education Institutions (HEIs). However, many projects fail or exceed scheduling and budget constraints; the rate of failure in HEIs sector is higher than in other sectors. With HEIs’ recent movement to implement ERP systems and the lack of research studies examining successful implementation in HEIs, this paper provides a critical literature review with a special focus on Saudi Arabia. Further, it defines Critical Success Factors (CSFs) contributing to the success of ERP implementation in HEIs. This paper is part of a larger research effort aiming to provide guidelines and useful findings that help HEIs to manage the challenges for ERP systems and define CSFs that will help practitioners to implement them in the Saudi context.
The document discusses Enterprise Resource Planning (ERP) systems, including their implementation challenges, benefits, and economic effectiveness. Some key points:
1. ERP systems integrate software for functions like finance, supply chain, human resources to streamline business processes and information sharing.
2. Implementing ERP systems is challenging and requires organizational changes. Benefits include reduced costs, improved decision making with real-time data, and increased productivity.
3. The economic effectiveness of ERP systems depends on factors like cost savings from automation and management improvements balancing development and operating costs over time.
The document discusses enterprise resource planning (ERP) systems and proposes a research agenda on the topic. It provides background on ERP systems and their growth. A taxonomy of ERP research is presented that identifies major streams of ERP research including ERP adoption, technical aspects, and inclusion in information systems curricula. Key factors related to successful ERP adoption are discussed such as balancing standardization and flexibility, organizational preparedness, and management support and change management.
This document discusses an ERP implementation project in an oil and gas exploration company. It provides background on the company and describes the weaknesses of its previous fragmented IT systems. These included a lack of integration between siloed applications, difficult maintenance, and most business processes still being manual. The company implemented an ERP system to address these issues and integrate its business processes. The document is a case study of the ERP implementation challenges and lessons learned from implementing ERP in the oil and gas sector.
CRITICAL SUCCESS FACTORS FOR IMPLEMENTING AN ERP SYSTEM WITHIN UNIVERSITY CON...IJMIT JOURNAL
Nowadays, Information Technology (IT) plays an important role in efficiency and effectiveness of the
organizational performance. As an IT application, Enterprise Resource Planning (ERP) systems is
considered one of the most important IT applications because it enables the organizations to connect and
interact with its administrative units in order to manage data and organize internal procedures. Many
institutions use ERP systems, most notably Higher Education Institutions (HEIs). However, many projects
fail or exceed scheduling and budget constraints; the rate of failure in HEIs sector is higher than in other
sectors. With HEIs’ recent movement to implement ERP systems and the lack of research studies examining
successful implementation in HEIs, this paper provides a critical literature review with a special focus on
Saudi Arabia. Further, it defines Critical Success Factors (CSFs) contributing to the success of ERP
implementation in HEIs. This paper is part of a larger research effort aiming to provide guidelines and
useful findings that help HEIs to manage the challenges for ERP systems and define CSFs that will help
practitioners to implement them in the Saudi context.
Integration impediment during ERP Developmentijtsrd
ERP (Enterprise Resource Planning) systems have increasingly been developed and integrated with other internal and external systems. This paper contributes to the field of enterprise systems integration by clarifying the concept of integration in the context of ERP systems. We investigated integration obstacles during ERP development in 5 large organizations through theme-based interviews. Besides considering integration as purely technical challenge, our findings reveal the other perspectives of integration. In total 31 environmental, technical, managerial, and organizational integration obstacles were identified from empirical data and further mapped with 13 ERP challenge categories derived from the literature. Our findings reveal that integration barriers are related to all 13 categories of ERP challenges. This indicates that integration should not be a separate project from ERP development. Identifying the integration obstacles is necessary for practitioners to develop counteractions to enterprise integration problems Jaychand Vishwakarma"Integration impediment during ERP Development" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-2 | Issue-3 , April 2018, URL: http://www.ijtsrd.com/papers/ijtsrd12735.pdf http://www.ijtsrd.com/computer-science/other/12735/integration-impediment-during-erp-development/jaychand-vishwakarma
1) ERP systems aim to increase efficiency by automating and unifying all organizational processes. They integrate data across departments to provide managers with accurate, real-time information.
2) Implementing ERP is a complex, time-consuming process that requires organizational readiness. Successful implementation depends on specialized knowledge about selection, administration, production, and modernization.
3) ERP can increase productivity and decrease costs by standardizing processes, reducing inventory levels, and providing a single system for financial reporting, customer orders, and manufacturing. However, the high costs of ERP implementation must be considered.
Relationship Between Organizational Factors, Technological Factors and Enterp...IJMIT JOURNAL
There are three stages of Enterprise Resource planning System (ERP) Implementation; which are preimplementation, mid- implementation and post-implementation. In pre-implementation stage the pervious
researchers found that it fail in Organizational and Technological factors. Therefore, this research studies
the Technological Factors availability and the Organizational Factor readiness at Greater Amman
Municipality (GAM) Case study. The statistical results showed that there are availability of the
Organizational factor (Organizational Objectives and Services, Organization culture, and Business
process) for success of ERP system, and indicate the technological infrastructure is available og GAM.
There are three stages of Enterprise Resource planning System (ERP) Implementation; which are preimplementation,
mid- implementation and post-implementation. In pre-implementation stage the pervious
researchers found that it fail in Organizational and Technological factors. Therefore, this research studies
the Technological Factors availability and the Organizational Factor readiness at Greater Amman
Municipality (GAM) Case study. The statistical results showed that there are availability of the
Organizational factor (Organizational Objectives and Services, Organization culture, and Business
process) for success of ERP system, and indicate the technological infrastructure is available og GAM.
The document discusses the history and evolution of enterprise resource planning (ERP) systems from the 1960s to present. It begins with a brief overview of how ERP systems emerged from earlier systems like inventory control packages in the 1960s, material requirements planning in the 1970s, manufacturing resource planning in the 1980s, and became popular standalone systems in the 1990s. The document then examines key aspects of ERP systems including their definition, benefits to organizations, and issues during implementation.
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.
AN ANALYSIS OF THE CONTRACTING PROCESS FOR AN ERP SYSTEMcsandit
Enterprise Resource Planning (ERP) systems integrate information across an entire
organization that automate core activities such as finance/accounting, human resources,
manufacturing, production and supply chain management… etc. to facilitate an integrated
centralized system and rapid decision making– resulting in cost reduction, greater planning,
and increased control. Many organizations are updating their current management information
systems with ERP systems. This is not a trivial task. They have to identify the organization’s
objectives and satisfy a myriad of stakeholders. They have to understand what business
processes they have, how they can be improved, and what particular systems would best suit
their needs. They have to understand how an ERP system is built; it involves the modification of
an existing system with its own set of business rules. Deciding what to ask for and how to select
the best option is a very complex operation and there is limited experience with this type of
contracting in organizations. In this paper we discuss a particular experience with contracting
out an ERP system, provide some lessons learned, and offer suggestions in how the RFP and bid
selection processes could have been improved.
Manufacturing Companies today are constantly in search for ways to achieve
better business performance and sustain competitive advantages through effective
deployment of resources and business processes. To improve business performance,
Manufacturing Companies require an efficient planning and control system that
synchronizes planning of all processes across the industry. Enterprise Resource
Planning (ERP) provides a centralized framework for all data and processes of an
industry. It integrates all aspects of a business from planning to inventory control,
manufacturing, sales, marketing, finance, customer service and human resources.
Manufacturing Companies undertake ERP implementations to achieve tangible
benefits including a significant return on investment. Accordingly the most common
benefit of Manufacturing Company is for an increase in response time due to better
availability of information. Another common benefit is increase in interaction across
the company, integration of business operations/processes, improved interaction with
customers, reduced direct operating and labour costs, reduced IT maintenance costs,
improved lead-time, improved inventory levels and improved interaction with
suppliers. A study was undertaken to assess impact of ERP as a Change Management
Tool in Manufacturing Companies. This article presents the key findings, conclusions
and suggestions.
1. ERP programs help to manage company-wide business processes, using a common database and shared management reporting tools. ERP software supports the efficient operation of business tasks related to sales, marketing, manufacturing, logistics, accounting, and staffing.
2. The document discusses Enterprise Resource Planning (ERP) systems, including their components, advantages like reliable information access and cost reductions, and disadvantages like time consumption and vendor dependence. It also covers business processes and how ERP can integrate functions like marketing, supply chain management, accounting, and human resources.
Application extent of the enterprise resource planning systemsAlexander Decker
This study aimed to measure the application extent of four main components of ERP systems (Sales & Marketing, Management & Production, Accounting & Finance, Human Resources) in Jordanian industrial firms. A questionnaire was distributed to 82 firms. The results found a medium application extent for all four components, with application levels being close across components. The study classified firms as having high, medium, or low ERP application.
A Study and Analysis of Various Existing Implementation Framework Related to ...EECJOURNAL
Despite the difficulties, risk and failures, higher education institutions are continuously implementing the ERP Systems to meet the demands of increased competition and customer expectation. So, it is important to understand and follow an implementation frameworks to reduce/avoid the implementation failures. This study focuses on the overview of different frameworks/models used in ERP implementation and raise an alarm to indicate that there is only limited research available in this area of higher education hence it should be given more focus.
This document discusses strategic planning and information systems strategy. It covers topics like strategic planning, vision and business needs, Earl's grid, McFarlan's application portfolio, and business process reengineering. For McFarlan's application portfolio, it describes assessing existing, planned and potential IT systems based on their current and future importance to the business. It also discusses Earl's reasons for having an IT strategy and categorizing systems as high potential, strategic, key operational or support.
10. What Managers Should Know About Erp ErpiiDonovan Mulder
The document discusses enterprise resource planning (ERP) systems and what managers should know about implementing ERP/ERP II systems. Key points include:
- ERP systems integrate different business units like finance, manufacturing, and HR to improve information flow and competitiveness.
- Implementing ERP requires significant investment and organizational change, and is one of the most important decisions managers will make.
- Managers should carefully analyze their needs, develop an implementation plan, and ensure top management support to avoid high failure rates for ERP projects.
1) The document examines the implementation of an Enterprise Resource Planning (ERP) system at Rolls-Royce, a large UK manufacturing organization.
2) It provides background on ERP systems and their benefits in integrating business processes and supply chains. ERP implementation requires managing organizational change as well as software installation.
3) The case study analyzes the business, technical, and cultural issues involved in Rolls-Royce's ERP implementation, including timescales and tangible/intangible benefits achieved.
This document presents a framework for evaluating ERP implementation choices. It identifies various customization options for business processes and ERP systems. It also identifies technical and process change capabilities required to customize systems and processes. The framework combines customization options and change capabilities to help managers identify feasible customization options for their organization and recognize gaps between desired options and capabilities. It aims to support management decision-making around ERP implementation.
Identification of Critical Issues and Solutions during ERP Software Developme...sushil Choudhary
The document discusses critical issues and solutions in the development life cycle of ERP software. It identifies several key phases in ERP software development: requirements analysis, design and documentation, implementation team training, and software testing. The document also outlines some critical factors to consider in each phase, such as ensuring user requirements are fully understood during requirements analysis and providing proper training for the implementation team. Effective management of each phase of the development life cycle is important for the successful development and implementation of ERP software.
The document summarizes a research study that aims to develop a pre-assessment model to predict the time frame of ERP implementations. It presents a conceptual ERP success model based on key stakeholders, including users, internal groups, and external groups. It then describes a two-phase research method to first develop a framework to estimate implementation delays based on stakeholder behavior, and second to validate this model with case studies. The framework calculates estimated time as the standard time plus delays contributed by seven critical success factors.
Today's Successful Business and the Evolution of ERP: Three Issues to Address...Capgemini
Traditional ERP deployments excelled in providing transactional capabilities, but modern ERP has progressed beyond transactions to enable the cloud-based, data-driven, and connected business of today. Enterprises need to embrace the possibilities offered by today’s ERP technology to stay ahead in their industries. But how?
Read this presentation to understand the issues you need to address immediately to modernize your ERP and your business. You will learn how you can leverage the cloud to drive unprecedented speed and efficiency, use big data and digital strategies to increase your competitive edge, and transform your back office to maximize productivity and collaboration.
http://www.capgemini.com/oracle
This document discusses Enterprise Resource Planning (ERP) systems. It provides definitions of ERP, describes the concept and need for ERP systems. It covers the features, scope, advantages and disadvantages of ERP. It also discusses drivers for ERP implementation, ERP architecture types including monolithic and postmodern, and examples of common ERP software solutions. The document is intended to provide an overview of ERP systems for business operations, technology and implementation.
An ERP system is a fully integrated business management software that aims to facilitate the flow of information between different departments within an organization. The document traces the evolution of ERP systems from earlier inventory control packages and MRP systems of the 1960s-1980s. It describes the key characteristics and modules of an ERP including finance, accounting, sales, marketing, production and human resources. The benefits of ERP implementation are also summarized as operational efficiencies, improved management decision making, and strategic and organizational advantages. Finally, some common disadvantages of ERP projects like time and cost are outlined along with approaches to overcome them.
10 project management approach on the adaptive enterprise resource planningINFOGAIN PUBLICATION
Enterprise Resource Planning (ERP) implementation is one of key success factors for business organization’s to endorse their business strategy and goal alignment with information technology recent. In spite of its benefits, yet there are many failures in ERP implementation, whereas between 50% to 75% is categorized has failed due to lack of top level management awareness, change of business processes in project implementation, unsuitable architecture, design, and technological infrastructure. The study proposes an Adaptive ERP system that coverage both management and technology areas with the main characteristic are in visibility, flexibility, and agility. The Adaptive ERP is expected becoming as alternative approach to overcome failures in ERP implementation. The Adaptive ERP has standardized business process transitioning from Project Management (PM) into Operational Management (OM) that generally as baseline for conventional ERP. An addition, Adaptive ERP has standardized Service Oriented Architecture (SOA) in order to manage interoperability of the application services.
An Empirical Investigation Of Factors Affecting ERP ImpactLisa Muthukumar
This document discusses factors affecting the impact of Enterprise Resource Planning (ERP) systems on business processes. It reviews literature identifying nine critical success factors for ERP implementations, including team composition, top management support, and communication. The document also discusses how ERP systems often require companies to modify their business processes to fit the ERP, but this may not always be the most optimal approach.
Post implementation performance evaluation of enterprise resource planning in...Alexander Decker
This document provides an overview of a study on evaluating the post-implementation performance of an Enterprise Resource Planning (ERP) system at a public university in Saudi Arabia. The study aims to identify key performance evaluation factors and assess customer value. The document begins with an introduction to ERP systems and their history and use in organizations. It then reviews relevant literature on ERP implementation, success factors, and issues. Finally, it discusses factors that are critical to the successful implementation of ERP systems.
Development of a Practical ERP Pre – Implementation Assessment Model for Orga...IRJET Journal
This document presents a proposed model for assessing the pre-implementation of an enterprise resource planning (ERP) system in organizations in Tanzania. ERP implementation is complex, costly, and challenging, especially in developing countries. The model aims to help organizations prepare for and increase the chances of success of an ERP implementation. The document provides background on ERP technology, implementation processes, enterprise architecture, strategic planning, and critical success factors. It argues that ERP pre-implementation assessment requires a decision-making approach that considers multiple interrelated factors. A practical pre-implementation assessment model could help Tanzanian organizations better implement ERP systems and realize benefits like improved productivity and competitiveness.
Relationship Between Organizational Factors, Technological Factors and Enterp...IJMIT JOURNAL
There are three stages of Enterprise Resource planning System (ERP) Implementation; which are preimplementation, mid- implementation and post-implementation. In pre-implementation stage the pervious
researchers found that it fail in Organizational and Technological factors. Therefore, this research studies
the Technological Factors availability and the Organizational Factor readiness at Greater Amman
Municipality (GAM) Case study. The statistical results showed that there are availability of the
Organizational factor (Organizational Objectives and Services, Organization culture, and Business
process) for success of ERP system, and indicate the technological infrastructure is available og GAM.
There are three stages of Enterprise Resource planning System (ERP) Implementation; which are preimplementation,
mid- implementation and post-implementation. In pre-implementation stage the pervious
researchers found that it fail in Organizational and Technological factors. Therefore, this research studies
the Technological Factors availability and the Organizational Factor readiness at Greater Amman
Municipality (GAM) Case study. The statistical results showed that there are availability of the
Organizational factor (Organizational Objectives and Services, Organization culture, and Business
process) for success of ERP system, and indicate the technological infrastructure is available og GAM.
The document discusses the history and evolution of enterprise resource planning (ERP) systems from the 1960s to present. It begins with a brief overview of how ERP systems emerged from earlier systems like inventory control packages in the 1960s, material requirements planning in the 1970s, manufacturing resource planning in the 1980s, and became popular standalone systems in the 1990s. The document then examines key aspects of ERP systems including their definition, benefits to organizations, and issues during implementation.
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.
AN ANALYSIS OF THE CONTRACTING PROCESS FOR AN ERP SYSTEMcsandit
Enterprise Resource Planning (ERP) systems integrate information across an entire
organization that automate core activities such as finance/accounting, human resources,
manufacturing, production and supply chain management… etc. to facilitate an integrated
centralized system and rapid decision making– resulting in cost reduction, greater planning,
and increased control. Many organizations are updating their current management information
systems with ERP systems. This is not a trivial task. They have to identify the organization’s
objectives and satisfy a myriad of stakeholders. They have to understand what business
processes they have, how they can be improved, and what particular systems would best suit
their needs. They have to understand how an ERP system is built; it involves the modification of
an existing system with its own set of business rules. Deciding what to ask for and how to select
the best option is a very complex operation and there is limited experience with this type of
contracting in organizations. In this paper we discuss a particular experience with contracting
out an ERP system, provide some lessons learned, and offer suggestions in how the RFP and bid
selection processes could have been improved.
Manufacturing Companies today are constantly in search for ways to achieve
better business performance and sustain competitive advantages through effective
deployment of resources and business processes. To improve business performance,
Manufacturing Companies require an efficient planning and control system that
synchronizes planning of all processes across the industry. Enterprise Resource
Planning (ERP) provides a centralized framework for all data and processes of an
industry. It integrates all aspects of a business from planning to inventory control,
manufacturing, sales, marketing, finance, customer service and human resources.
Manufacturing Companies undertake ERP implementations to achieve tangible
benefits including a significant return on investment. Accordingly the most common
benefit of Manufacturing Company is for an increase in response time due to better
availability of information. Another common benefit is increase in interaction across
the company, integration of business operations/processes, improved interaction with
customers, reduced direct operating and labour costs, reduced IT maintenance costs,
improved lead-time, improved inventory levels and improved interaction with
suppliers. A study was undertaken to assess impact of ERP as a Change Management
Tool in Manufacturing Companies. This article presents the key findings, conclusions
and suggestions.
1. ERP programs help to manage company-wide business processes, using a common database and shared management reporting tools. ERP software supports the efficient operation of business tasks related to sales, marketing, manufacturing, logistics, accounting, and staffing.
2. The document discusses Enterprise Resource Planning (ERP) systems, including their components, advantages like reliable information access and cost reductions, and disadvantages like time consumption and vendor dependence. It also covers business processes and how ERP can integrate functions like marketing, supply chain management, accounting, and human resources.
Application extent of the enterprise resource planning systemsAlexander Decker
This study aimed to measure the application extent of four main components of ERP systems (Sales & Marketing, Management & Production, Accounting & Finance, Human Resources) in Jordanian industrial firms. A questionnaire was distributed to 82 firms. The results found a medium application extent for all four components, with application levels being close across components. The study classified firms as having high, medium, or low ERP application.
A Study and Analysis of Various Existing Implementation Framework Related to ...EECJOURNAL
Despite the difficulties, risk and failures, higher education institutions are continuously implementing the ERP Systems to meet the demands of increased competition and customer expectation. So, it is important to understand and follow an implementation frameworks to reduce/avoid the implementation failures. This study focuses on the overview of different frameworks/models used in ERP implementation and raise an alarm to indicate that there is only limited research available in this area of higher education hence it should be given more focus.
This document discusses strategic planning and information systems strategy. It covers topics like strategic planning, vision and business needs, Earl's grid, McFarlan's application portfolio, and business process reengineering. For McFarlan's application portfolio, it describes assessing existing, planned and potential IT systems based on their current and future importance to the business. It also discusses Earl's reasons for having an IT strategy and categorizing systems as high potential, strategic, key operational or support.
10. What Managers Should Know About Erp ErpiiDonovan Mulder
The document discusses enterprise resource planning (ERP) systems and what managers should know about implementing ERP/ERP II systems. Key points include:
- ERP systems integrate different business units like finance, manufacturing, and HR to improve information flow and competitiveness.
- Implementing ERP requires significant investment and organizational change, and is one of the most important decisions managers will make.
- Managers should carefully analyze their needs, develop an implementation plan, and ensure top management support to avoid high failure rates for ERP projects.
1) The document examines the implementation of an Enterprise Resource Planning (ERP) system at Rolls-Royce, a large UK manufacturing organization.
2) It provides background on ERP systems and their benefits in integrating business processes and supply chains. ERP implementation requires managing organizational change as well as software installation.
3) The case study analyzes the business, technical, and cultural issues involved in Rolls-Royce's ERP implementation, including timescales and tangible/intangible benefits achieved.
This document presents a framework for evaluating ERP implementation choices. It identifies various customization options for business processes and ERP systems. It also identifies technical and process change capabilities required to customize systems and processes. The framework combines customization options and change capabilities to help managers identify feasible customization options for their organization and recognize gaps between desired options and capabilities. It aims to support management decision-making around ERP implementation.
Identification of Critical Issues and Solutions during ERP Software Developme...sushil Choudhary
The document discusses critical issues and solutions in the development life cycle of ERP software. It identifies several key phases in ERP software development: requirements analysis, design and documentation, implementation team training, and software testing. The document also outlines some critical factors to consider in each phase, such as ensuring user requirements are fully understood during requirements analysis and providing proper training for the implementation team. Effective management of each phase of the development life cycle is important for the successful development and implementation of ERP software.
The document summarizes a research study that aims to develop a pre-assessment model to predict the time frame of ERP implementations. It presents a conceptual ERP success model based on key stakeholders, including users, internal groups, and external groups. It then describes a two-phase research method to first develop a framework to estimate implementation delays based on stakeholder behavior, and second to validate this model with case studies. The framework calculates estimated time as the standard time plus delays contributed by seven critical success factors.
Today's Successful Business and the Evolution of ERP: Three Issues to Address...Capgemini
Traditional ERP deployments excelled in providing transactional capabilities, but modern ERP has progressed beyond transactions to enable the cloud-based, data-driven, and connected business of today. Enterprises need to embrace the possibilities offered by today’s ERP technology to stay ahead in their industries. But how?
Read this presentation to understand the issues you need to address immediately to modernize your ERP and your business. You will learn how you can leverage the cloud to drive unprecedented speed and efficiency, use big data and digital strategies to increase your competitive edge, and transform your back office to maximize productivity and collaboration.
http://www.capgemini.com/oracle
This document discusses Enterprise Resource Planning (ERP) systems. It provides definitions of ERP, describes the concept and need for ERP systems. It covers the features, scope, advantages and disadvantages of ERP. It also discusses drivers for ERP implementation, ERP architecture types including monolithic and postmodern, and examples of common ERP software solutions. The document is intended to provide an overview of ERP systems for business operations, technology and implementation.
An ERP system is a fully integrated business management software that aims to facilitate the flow of information between different departments within an organization. The document traces the evolution of ERP systems from earlier inventory control packages and MRP systems of the 1960s-1980s. It describes the key characteristics and modules of an ERP including finance, accounting, sales, marketing, production and human resources. The benefits of ERP implementation are also summarized as operational efficiencies, improved management decision making, and strategic and organizational advantages. Finally, some common disadvantages of ERP projects like time and cost are outlined along with approaches to overcome them.
Similar to CRITICAL SUCCESS FACTORS (CSFS) OF ENTERPRISE RESOURCE PLANNING (ERP) SYSTEM IMPLEMENTATION IN HIGHER EDUCATION INSTITUTIONS (HEIS): CONCEPTS AND LITERATURE REVIEW
10 project management approach on the adaptive enterprise resource planningINFOGAIN PUBLICATION
Enterprise Resource Planning (ERP) implementation is one of key success factors for business organization’s to endorse their business strategy and goal alignment with information technology recent. In spite of its benefits, yet there are many failures in ERP implementation, whereas between 50% to 75% is categorized has failed due to lack of top level management awareness, change of business processes in project implementation, unsuitable architecture, design, and technological infrastructure. The study proposes an Adaptive ERP system that coverage both management and technology areas with the main characteristic are in visibility, flexibility, and agility. The Adaptive ERP is expected becoming as alternative approach to overcome failures in ERP implementation. The Adaptive ERP has standardized business process transitioning from Project Management (PM) into Operational Management (OM) that generally as baseline for conventional ERP. An addition, Adaptive ERP has standardized Service Oriented Architecture (SOA) in order to manage interoperability of the application services.
An Empirical Investigation Of Factors Affecting ERP ImpactLisa Muthukumar
This document discusses factors affecting the impact of Enterprise Resource Planning (ERP) systems on business processes. It reviews literature identifying nine critical success factors for ERP implementations, including team composition, top management support, and communication. The document also discusses how ERP systems often require companies to modify their business processes to fit the ERP, but this may not always be the most optimal approach.
Post implementation performance evaluation of enterprise resource planning in...Alexander Decker
This document provides an overview of a study on evaluating the post-implementation performance of an Enterprise Resource Planning (ERP) system at a public university in Saudi Arabia. The study aims to identify key performance evaluation factors and assess customer value. The document begins with an introduction to ERP systems and their history and use in organizations. It then reviews relevant literature on ERP implementation, success factors, and issues. Finally, it discusses factors that are critical to the successful implementation of ERP systems.
Development of a Practical ERP Pre – Implementation Assessment Model for Orga...IRJET Journal
This document presents a proposed model for assessing the pre-implementation of an enterprise resource planning (ERP) system in organizations in Tanzania. ERP implementation is complex, costly, and challenging, especially in developing countries. The model aims to help organizations prepare for and increase the chances of success of an ERP implementation. The document provides background on ERP technology, implementation processes, enterprise architecture, strategic planning, and critical success factors. It argues that ERP pre-implementation assessment requires a decision-making approach that considers multiple interrelated factors. A practical pre-implementation assessment model could help Tanzanian organizations better implement ERP systems and realize benefits like improved productivity and competitiveness.
This document reviews literature on enterprise resource planning (ERP) systems in higher education. It discusses how ERP systems aim to improve efficiency, accessibility and user performance in universities. While ERP implementations are expensive and complex, they provide benefits like improved access to information, streamlined processes, and knowledge sharing. The success of ERP projects depends on both the organization's internal groups like top management and academic administrators, as well as the vendor's groups like project executors and domain experts. Customization of ERP systems should be minimized to avoid increased costs and integration issues later on.
AN ANALYSIS OF THE CONTRACTING PROCESS FOR AN ERP SYSTEMcscpconf
Enterprise Resource Planning (ERP) systems integrate information across an entire organization that automate core activities such as finance/accounting, human resources,
manufacturing, production and supply chain management… etc. to facilitate an integrated centralized system and rapid decision making– resulting in cost reduction, greater planning, and increased control. Many organizations are updating their current management information systems with ERP systems. This is not a trivial task. They have to identify the organization’s
objectives and satisfy a myriad of stakeholders. They have to understand what business processes they have, how they can be improved, and what particular systems would best suit
their needs. They have to understand how an ERP system is built; it involves the modification of an existing system with its own set of business rules. Deciding what to ask for and how to select the best option is a very complex operation and there is limited experience with this type of contracting in organizations. In this paper we discuss a particular experience with contracting
out an ERP system, provide some lessons learned, and offer suggestions in how the RFP and bid selection processes could have been improved.
This document discusses ERP success and provides details about three case studies - TI InfoTech, BPCL, and ITTI - that were analyzed to identify critical success factors for ERP implementation. A survey of end users at the three organizations found that quality-related factors, such as technological newness, were the most important determinants of ERP success. The document also discusses the importance of ERP for organizations and some barriers that can prevent successful ERP implementations if not addressed properly.
Challenges encountered in the Implementation of Enterprise Resource Planning ...IJAEMSJORNAL
This document summarizes a research article that examines the challenges of implementing enterprise resource planning (ERP) systems with a focus on business process integration. The researcher distributed surveys to 168 projects in Qatar. The findings showed that all independent variables (project management information system, cost, health and safety, quality management, electronic document management system, control environment, and contract) had a positive and significant influence on the dependent variable of ERP integration. The highest relationship was between project management information system and ERP integration, while the lowest was between control environment and ERP integration. The document provides background on ERP systems and their use, and discusses factors that can influence ERP implementation effectiveness and integration of business processes.
An experience based evaluation process for erpacijjournal
Enterprise Resource Planning (ERP) systems integrate information across an entire organization that
automate core activities such as finance/accounting, human resources, manufacturing, production and
supply chain management… etc. to facilitate an integrated centralized system and rapid decision making–
resulting in cost reduction, greater planning, and increased control. Many organizations are updating their
current management information systems with ERP systems. This is not a trivial task. They have to identify
the organization’s objectives and satisfy a myriad of stakeholders. They have to understand what business
processes they have, how they can be improved, and what particular systems would best suit their needs.
They have to understand how an ERP system is built; it involves the modification of an existing system with
its own set of business rules. Deciding what to ask for and how to select the best option is a very complex
operation and there is limited experience with this type of contracting in organizations. In this paper we
discuss a particular experience with contracting out an ERP system, provide some lessons learned, and
offer suggestions in how the RFP and bid selection processes could have been improved.
Digitalization of operations of micro industries using web-based ERP system.IRJET Journal
This document summarizes a research paper that aims to develop a low-cost and easy-to-use web-based ERP system for micro-scale manufacturing industries in India. The system would digitalize key operations like inventory management, employee records, machine maintenance schedules and more. It would be developed using the free website builder WIX to keep costs low. The researchers present their methodology and prototype of the web-based ERP system, which features tabs to navigate different functions. They conclude that such a low-cost and customizable system could help boost efficiency in micro-industries and solve unemployment problems.
The document summarizes a research study that aims to develop a pre-assessment model to predict the time frame of ERP implementations. It presents a conceptual ERP success model based on key stakeholder groups including users, internal groups, and external groups. An initial survey was conducted with 8 case studies to validate the model. The study then developed a framework to estimate implementation delays and time frame based on the contribution of 7 key player behavior factors. The framework was then pilot tested and validated.
This document provides an overview of Enterprise Resource Planning (ERP). It defines ERP as a fully integrated business management software system that combines several business processes, including logistics, production, finance, accounting, and human resources, into a single system. The document outlines the evolution of ERP from earlier systems like MRP and MRPII. It discusses the key benefits of ERP systems, such as improved integration across business functions, standardized processes, reduced inventory costs, and improved data accuracy. The document also explains that implementing an ERP system often requires reengineering business processes through Business Process Reengineering to fully realize the benefits of ERP.
The document discusses the evolution and history of ERP systems from inventory control packages in the 1960s to extended ERP systems today. It describes how ERP systems evolved from materials requirements planning (MRP) systems in the 1970s to manufacturing resource planning (MRP II) systems in the 1980s to integrated enterprise resource planning (ERP) systems in the 1990s that began to incorporate additional modules. Today's extended ERP systems provide connections to functions like customer relationship management (CRM) and supply chain management (SCM). The document also outlines some of the benefits and challenges of implementing ERP systems for organizations.
Enterprise resource planning (ERP) systems aim to integrate organizational processes and functions into a comprehensive software system. ERP provides benefits like improved process flow, decision making and data access across business units. Key ERP modules include marketing, sales, production, quality management, finance, human resources and more. While ERP implementation provides benefits, selecting the right vendor and gaining management support are important for success.
Similar to CRITICAL SUCCESS FACTORS (CSFS) OF ENTERPRISE RESOURCE PLANNING (ERP) SYSTEM IMPLEMENTATION IN HIGHER EDUCATION INSTITUTIONS (HEIS): CONCEPTS AND LITERATURE REVIEW (14)
ANALYSIS OF LAND SURFACE DEFORMATION GRADIENT BY DINSAR cscpconf
The progressive development of Synthetic Aperture Radar (SAR) systems diversify the exploitation of the generated images by these systems in different applications of geoscience. Detection and monitoring surface deformations, procreated by various phenomena had benefited from this evolution and had been realized by interferometry (InSAR) and differential interferometry (DInSAR) techniques. Nevertheless, spatial and temporal decorrelations of the interferometric couples used, limit strongly the precision of analysis results by these techniques. In this context, we propose, in this work, a methodological approach of surface deformation detection and analysis by differential interferograms to show the limits of this technique according to noise quality and level. The detectability model is generated from the deformation signatures, by simulating a linear fault merged to the images couples of ERS1 / ERS2 sensors acquired in a region of the Algerian south.
4D AUTOMATIC LIP-READING FOR SPEAKER'S FACE IDENTIFCATIONcscpconf
A novel based a trajectory-guided, concatenating approach for synthesizing high-quality image real sample renders video is proposed . The lips reading automated is seeking for modeled the closest real image sample sequence preserve in the library under the data video to the HMM predicted trajectory. The object trajectory is modeled obtained by projecting the face patterns into an KDA feature space is estimated. The approach for speaker's face identification by using synthesise the identity surface of a subject face from a small sample of patterns which sparsely each the view sphere. An KDA algorithm use to the Lip-reading image is discrimination, after that work consisted of in the low dimensional for the fundamental lip features vector is reduced by using the 2D-DCT.The mouth of the set area dimensionality is ordered by a normally reduction base on the PCA to obtain the Eigen lips approach, their proposed approach by[33]. The subjective performance results of the cost function under the automatic lips reading modeled , which wasn’t illustrate the superior performance of the
method.
MOVING FROM WATERFALL TO AGILE PROCESS IN SOFTWARE ENGINEERING CAPSTONE PROJE...cscpconf
Universities offer software engineering capstone course to simulate a real world-working environment in which students can work in a team for a fixed period to deliver a quality product. The objective of the paper is to report on our experience in moving from Waterfall process to Agile process in conducting the software engineering capstone project. We present the capstone course designs for both Waterfall driven and Agile driven methodologies that highlight the structure, deliverables and assessment plans.To evaluate the improvement, we conducted a survey for two different sections taught by two different instructors to evaluate students’ experience in moving from traditional Waterfall model to Agile like process. Twentyeight students filled the survey. The survey consisted of eight multiple-choice questions and an open-ended question to collect feedback from students. The survey results show that students were able to attain hands one experience, which simulate a real world-working environment. The results also show that the Agile approach helped students to have overall better design and avoid mistakes they have made in the initial design completed in of the first phase of the capstone project. In addition, they were able to decide on their team capabilities, training needs and thus learn the required technologies earlier which is reflected on the final product quality
PROMOTING STUDENT ENGAGEMENT USING SOCIAL MEDIA TECHNOLOGIEScscpconf
This document discusses using social media technologies to promote student engagement in a software project management course. It describes the course and objectives of enhancing communication. It discusses using Facebook for 4 years, then switching to WhatsApp based on student feedback, and finally introducing Slack to enable personalized team communication. Surveys found students engaged and satisfied with all three tools, though less familiar with Slack. The conclusion is that social media promotes engagement but familiarity with the tool also impacts satisfaction.
A SURVEY ON QUESTION ANSWERING SYSTEMS: THE ADVANCES OF FUZZY LOGICcscpconf
In real world computing environment with using a computer to answer questions has been a human dream since the beginning of the digital era, Question-answering systems are referred to as intelligent systems, that can be used to provide responses for the questions being asked by the user based on certain facts or rules stored in the knowledge base it can generate answers of questions asked in natural , and the first main idea of fuzzy logic was to working on the problem of computer understanding of natural language, so this survey paper provides an overview on what Question-Answering is and its system architecture and the possible relationship and
different with fuzzy logic, as well as the previous related research with respect to approaches that were followed. At the end, the survey provides an analytical discussion of the proposed QA models, along or combined with fuzzy logic and their main contributions and limitations.
DYNAMIC PHONE WARPING – A METHOD TO MEASURE THE DISTANCE BETWEEN PRONUNCIATIONS cscpconf
Human beings generate different speech waveforms while speaking the same word at different times. Also, different human beings have different accents and generate significantly varying speech waveforms for the same word. There is a need to measure the distances between various words which facilitate preparation of pronunciation dictionaries. A new algorithm called Dynamic Phone Warping (DPW) is presented in this paper. It uses dynamic programming technique for global alignment and shortest distance measurements. The DPW algorithm can be used to enhance the pronunciation dictionaries of the well-known languages like English or to build pronunciation dictionaries to the less known sparse languages. The precision measurement experiments show 88.9% accuracy.
INTELLIGENT ELECTRONIC ASSESSMENT FOR SUBJECTIVE EXAMS cscpconf
In education, the use of electronic (E) examination systems is not a novel idea, as Eexamination systems have been used to conduct objective assessments for the last few years. This research deals with randomly designed E-examinations and proposes an E-assessment system that can be used for subjective questions. This system assesses answers to subjective questions by finding a matching ratio for the keywords in instructor and student answers. The matching ratio is achieved based on semantic and document similarity. The assessment system is composed of four modules: preprocessing, keyword expansion, matching, and grading. A survey and case study were used in the research design to validate the proposed system. The examination assessment system will help instructors to save time, costs, and resources, while increasing efficiency and improving the productivity of exam setting and assessments.
TWO DISCRETE BINARY VERSIONS OF AFRICAN BUFFALO OPTIMIZATION METAHEURISTICcscpconf
African Buffalo Optimization (ABO) is one of the most recent swarms intelligence based metaheuristics. ABO algorithm is inspired by the buffalo’s behavior and lifestyle. Unfortunately, the standard ABO algorithm is proposed only for continuous optimization problems. In this paper, the authors propose two discrete binary ABO algorithms to deal with binary optimization problems. In the first version (called SBABO) they use the sigmoid function and probability model to generate binary solutions. In the second version (called LBABO) they use some logical operator to operate the binary solutions. Computational results on two knapsack problems (KP and MKP) instances show the effectiveness of the proposed algorithm and their ability to achieve good and promising solutions.
DETECTION OF ALGORITHMICALLY GENERATED MALICIOUS DOMAINcscpconf
In recent years, many malware writers have relied on Dynamic Domain Name Services (DDNS) to maintain their Command and Control (C&C) network infrastructure to ensure a persistence presence on a compromised host. Amongst the various DDNS techniques, Domain Generation Algorithm (DGA) is often perceived as the most difficult to detect using traditional methods. This paper presents an approach for detecting DGA using frequency analysis of the character distribution and the weighted scores of the domain names. The approach’s feasibility is demonstrated using a range of legitimate domains and a number of malicious algorithmicallygenerated domain names. Findings from this study show that domain names made up of English characters “a-z” achieving a weighted score of < 45 are often associated with DGA. When a weighted score of < 45 is applied to the Alexa one million list of domain names, only 15% of the domain names were treated as non-human generated.
GLOBAL MUSIC ASSET ASSURANCE DIGITAL CURRENCY: A DRM SOLUTION FOR STREAMING C...cscpconf
The document proposes a blockchain-based digital currency and streaming platform called GoMAA to address issues of piracy in the online music streaming industry. Key points:
- GoMAA would use a digital token on the iMediaStreams blockchain to enable secure dissemination and tracking of streamed content. Content owners could control access and track consumption of released content.
- Original media files would be converted to a Secure Portable Streaming (SPS) format, embedding watermarks and smart contract data to indicate ownership and enable validation on the blockchain.
- A browser plugin would provide wallets for fans to collect GoMAA tokens as rewards for consuming content, incentivizing participation and addressing royalty discrepancies by recording
IMPORTANCE OF VERB SUFFIX MAPPING IN DISCOURSE TRANSLATION SYSTEMcscpconf
This document discusses the importance of verb suffix mapping in discourse translation from English to Telugu. It explains that after anaphora resolution, the verbs must be changed to agree with the gender, number, and person features of the subject or anaphoric pronoun. Verbs in Telugu inflect based on these features, while verbs in English only inflect based on number and person. Several examples are provided that demonstrate how the Telugu verb changes based on whether the subject or pronoun is masculine, feminine, neuter, singular or plural. Proper verb suffix mapping is essential for generating natural and coherent translations while preserving the context and meaning of the original discourse.
EXACT SOLUTIONS OF A FAMILY OF HIGHER-DIMENSIONAL SPACE-TIME FRACTIONAL KDV-T...cscpconf
In this paper, based on the definition of conformable fractional derivative, the functional
variable method (FVM) is proposed to seek the exact traveling wave solutions of two higherdimensional
space-time fractional KdV-type equations in mathematical physics, namely the
(3+1)-dimensional space–time fractional Zakharov-Kuznetsov (ZK) equation and the (2+1)-
dimensional space–time fractional Generalized Zakharov-Kuznetsov-Benjamin-Bona-Mahony
(GZK-BBM) equation. Some new solutions are procured and depicted. These solutions, which
contain kink-shaped, singular kink, bell-shaped soliton, singular soliton and periodic wave
solutions, have many potential applications in mathematical physics and engineering. The
simplicity and reliability of the proposed method is verified.
AUTOMATED PENETRATION TESTING: AN OVERVIEWcscpconf
The document discusses automated penetration testing and provides an overview. It compares manual and automated penetration testing, noting that automated testing allows for faster, more standardized and repeatable tests but has limitations in developing new exploits. It also reviews some current automated penetration testing methodologies and tools, including those using HTTP/TCP/IP attacks, linking common scanning tools, a Python-based tool targeting databases, and one using POMDPs for multi-step penetration test planning under uncertainty. The document concludes that automated testing is more efficient than manual for known vulnerabilities but cannot replace manual testing for discovering new exploits.
CLASSIFICATION OF ALZHEIMER USING fMRI DATA AND BRAIN NETWORKcscpconf
Since the mid of 1990s, functional connectivity study using fMRI (fcMRI) has drawn increasing
attention of neuroscientists and computer scientists, since it opens a new window to explore
functional network of human brain with relatively high resolution. BOLD technique provides
almost accurate state of brain. Past researches prove that neuro diseases damage the brain
network interaction, protein- protein interaction and gene-gene interaction. A number of
neurological research paper also analyse the relationship among damaged part. By
computational method especially machine learning technique we can show such classifications.
In this paper we used OASIS fMRI dataset affected with Alzheimer’s disease and normal
patient’s dataset. After proper processing the fMRI data we use the processed data to form
classifier models using SVM (Support Vector Machine), KNN (K- nearest neighbour) & Naïve
Bayes. We also compare the accuracy of our proposed method with existing methods. In future,
we will other combinations of methods for better accuracy.
VALIDATION METHOD OF FUZZY ASSOCIATION RULES BASED ON FUZZY FORMAL CONCEPT AN...cscpconf
The document proposes a new validation method for fuzzy association rules based on three steps: (1) applying the EFAR-PN algorithm to extract a generic base of non-redundant fuzzy association rules using fuzzy formal concept analysis, (2) categorizing the extracted rules into groups, and (3) evaluating the relevance of the rules using structural equation modeling, specifically partial least squares. The method aims to address issues with existing fuzzy association rule extraction algorithms such as large numbers of extracted rules, redundancy, and difficulties with manual validation.
PROBABILITY BASED CLUSTER EXPANSION OVERSAMPLING TECHNIQUE FOR IMBALANCED DATAcscpconf
In many applications of data mining, class imbalance is noticed when examples in one class are
overrepresented. Traditional classifiers result in poor accuracy of the minority class due to the
class imbalance. Further, the presence of within class imbalance where classes are composed of
multiple sub-concepts with different number of examples also affect the performance of
classifier. In this paper, we propose an oversampling technique that handles between class and
within class imbalance simultaneously and also takes into consideration the generalization
ability in data space. The proposed method is based on two steps- performing Model Based
Clustering with respect to classes to identify the sub-concepts; and then computing the
separating hyperplane based on equal posterior probability between the classes. The proposed
method is tested on 10 publicly available data sets and the result shows that the proposed
method is statistically superior to other existing oversampling methods.
CHARACTER AND IMAGE RECOGNITION FOR DATA CATALOGING IN ECOLOGICAL RESEARCHcscpconf
Data collection is an essential, but manpower intensive procedure in ecological research. An
algorithm was developed by the author which incorporated two important computer vision
techniques to automate data cataloging for butterfly measurements. Optical Character
Recognition is used for character recognition and Contour Detection is used for imageprocessing.
Proper pre-processing is first done on the images to improve accuracy. Although
there are limitations to Tesseract’s detection of certain fonts, overall, it can successfully identify
words of basic fonts. Contour detection is an advanced technique that can be utilized to
measure an image. Shapes and mathematical calculations are crucial in determining the precise
location of the points on which to draw the body and forewing lines of the butterfly. Overall,
92% accuracy were achieved by the program for the set of butterflies measured.
SOCIAL MEDIA ANALYTICS FOR SENTIMENT ANALYSIS AND EVENT DETECTION IN SMART CI...cscpconf
Smart cities utilize Internet of Things (IoT) devices and sensors to enhance the quality of the city
services including energy, transportation, health, and much more. They generate massive
volumes of structured and unstructured data on a daily basis. Also, social networks, such as
Twitter, Facebook, and Google+, are becoming a new source of real-time information in smart
cities. Social network users are acting as social sensors. These datasets so large and complex
are difficult to manage with conventional data management tools and methods. To become
valuable, this massive amount of data, known as 'big data,' needs to be processed and
comprehended to hold the promise of supporting a broad range of urban and smart cities
functions, including among others transportation, water, and energy consumption, pollution
surveillance, and smart city governance. In this work, we investigate how social media analytics
help to analyze smart city data collected from various social media sources, such as Twitter and
Facebook, to detect various events taking place in a smart city and identify the importance of
events and concerns of citizens regarding some events. A case scenario analyses the opinions of
users concerning the traffic in three largest cities in the UAE
SOCIAL NETWORK HATE SPEECH DETECTION FOR AMHARIC LANGUAGEcscpconf
The anonymity of social networks makes it attractive for hate speech to mask their criminal
activities online posing a challenge to the world and in particular Ethiopia. With this everincreasing
volume of social media data, hate speech identification becomes a challenge in
aggravating conflict between citizens of nations. The high rate of production, has become
difficult to collect, store and analyze such big data using traditional detection methods. This
paper proposed the application of apache spark in hate speech detection to reduce the
challenges. Authors developed an apache spark based model to classify Amharic Facebook
posts and comments into hate and not hate. Authors employed Random forest and Naïve Bayes
for learning and Word2Vec and TF-IDF for feature selection. Tested by 10-fold crossvalidation,
the model based on word2vec embedding performed best with 79.83%accuracy. The
proposed method achieve a promising result with unique feature of spark for big data.
GENERAL REGRESSION NEURAL NETWORK BASED POS TAGGING FOR NEPALI TEXTcscpconf
This article presents Part of Speech tagging for Nepali text using General Regression Neural
Network (GRNN). The corpus is divided into two parts viz. training and testing. The network is
trained and validated on both training and testing data. It is observed that 96.13% words are
correctly being tagged on training set whereas 74.38% words are tagged correctly on testing
data set using GRNN. The result is compared with the traditional Viterbi algorithm based on
Hidden Markov Model. Viterbi algorithm yields 97.2% and 40% classification accuracies on
training and testing data sets respectively. GRNN based POS Tagger is more consistent than the
traditional Viterbi decoding technique.
Full-RAG: A modern architecture for hyper-personalizationZilliz
Mike Del Balso, CEO & Co-Founder at Tecton, presents "Full RAG," a novel approach to AI recommendation systems, aiming to push beyond the limitations of traditional models through a deep integration of contextual insights and real-time data, leveraging the Retrieval-Augmented Generation architecture. This talk will outline Full RAG's potential to significantly enhance personalization, address engineering challenges such as data management and model training, and introduce data enrichment with reranking as a key solution. Attendees will gain crucial insights into the importance of hyperpersonalization in AI, the capabilities of Full RAG for advanced personalization, and strategies for managing complex data integrations for deploying cutting-edge AI solutions.
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...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.
Pushing the limits of ePRTC: 100ns holdover for 100 daysAdtran
At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/building-and-scaling-ai-applications-with-the-nx-ai-manager-a-presentation-from-network-optix/
Robin van Emden, Senior Director of Data Science at Network Optix, presents the “Building and Scaling AI Applications with the Nx AI Manager,” tutorial at the May 2024 Embedded Vision Summit.
In this presentation, van Emden covers the basics of scaling edge AI solutions using the Nx tool kit. He emphasizes the process of developing AI models and deploying them globally. He also showcases the conversion of AI models and the creation of effective edge AI pipelines, with a focus on pre-processing, model conversion, selecting the appropriate inference engine for the target hardware and post-processing.
van Emden shows how Nx can simplify the developer’s life and facilitate a rapid transition from concept to production-ready applications.He provides valuable insights into developing scalable and efficient edge AI solutions, with a strong focus on practical implementation.
Sudheer Mechineni, Head of Application Frameworks, Standard Chartered Bank
Discover how Standard Chartered Bank harnessed the power of Neo4j to transform complex data access challenges into a dynamic, scalable graph database solution. This keynote will cover their journey from initial adoption to deploying a fully automated, enterprise-grade causal cluster, highlighting key strategies for modelling organisational changes and ensuring robust disaster recovery. Learn how these innovations have not only enhanced Standard Chartered Bank’s data infrastructure but also positioned them as pioneers in the banking sector’s adoption of graph technology.
UiPath Test Automation using UiPath Test Suite series, part 5DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 5. In this session, we will cover CI/CD with devops.
Topics covered:
CI/CD with in UiPath
End-to-end overview of CI/CD pipeline with Azure devops
Speaker:
Lyndsey Byblow, Test Suite Sales Engineer @ UiPath, Inc.
20 Comprehensive Checklist of Designing and Developing a WebsitePixlogix Infotech
Dive into the world of Website Designing and Developing with Pixlogix! Looking to create a stunning online presence? Look no further! Our comprehensive checklist covers everything you need to know to craft a website that stands out. From user-friendly design to seamless functionality, we've got you covered. Don't miss out on this invaluable resource! Check out our checklist now at Pixlogix and start your journey towards a captivating online presence today.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
Building RAG with self-deployed Milvus vector database and Snowpark Container...Zilliz
This talk will give hands-on advice on building RAG applications with an open-source Milvus database deployed as a docker container. We will also introduce the integration of Milvus with Snowpark Container Services.
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
Enchancing adoption of Open Source Libraries. A case study on Albumentations.AIVladimir Iglovikov, Ph.D.
Presented by Vladimir Iglovikov:
- https://www.linkedin.com/in/iglovikov/
- https://x.com/viglovikov
- https://www.instagram.com/ternaus/
This presentation delves into the journey of Albumentations.ai, a highly successful open-source library for data augmentation.
Created out of a necessity for superior performance in Kaggle competitions, Albumentations has grown to become a widely used tool among data scientists and machine learning practitioners.
This case study covers various aspects, including:
People: The contributors and community that have supported Albumentations.
Metrics: The success indicators such as downloads, daily active users, GitHub stars, and financial contributions.
Challenges: The hurdles in monetizing open-source projects and measuring user engagement.
Development Practices: Best practices for creating, maintaining, and scaling open-source libraries, including code hygiene, CI/CD, and fast iteration.
Community Building: Strategies for making adoption easy, iterating quickly, and fostering a vibrant, engaged community.
Marketing: Both online and offline marketing tactics, focusing on real, impactful interactions and collaborations.
Mental Health: Maintaining balance and not feeling pressured by user demands.
Key insights include the importance of automation, making the adoption process seamless, and leveraging offline interactions for marketing. The presentation also emphasizes the need for continuous small improvements and building a friendly, inclusive community that contributes to the project's growth.
Vladimir Iglovikov brings his extensive experience as a Kaggle Grandmaster, ex-Staff ML Engineer at Lyft, sharing valuable lessons and practical advice for anyone looking to enhance the adoption of their open-source projects.
Explore more about Albumentations and join the community at:
GitHub: https://github.com/albumentations-team/albumentations
Website: https://albumentations.ai/
LinkedIn: https://www.linkedin.com/company/100504475
Twitter: https://x.com/albumentations
Enchancing adoption of Open Source Libraries. A case study on Albumentations.AI
CRITICAL SUCCESS FACTORS (CSFS) OF ENTERPRISE RESOURCE PLANNING (ERP) SYSTEM IMPLEMENTATION IN HIGHER EDUCATION INSTITUTIONS (HEIS): CONCEPTS AND LITERATURE REVIEW
2. 82 Computer Science & Information Technology (CS & IT)
integrates and controls all the business processes and functions in an organization to
institutionalize the sharing of organizational data resources [1, 2, 3, 4].
The ERP system consists of software support modules including utilities formarketing and sales,
field service, product design and development, production and inventory control, procurement,
distribution, industrial facilities management, process design and development, manufacturing,
quality, human resources, finance and accounting, and information services [5]. It helps the
different departments of an organization to move information among different processes, reduce
costs, increase operational efficiencies, improve business process management, facilitate
communication, share information and knowledge across organizational units, and improve
decision making capability [6]. Because of these improved features and through the development
of business and administrative procedures, many organizations around the world have
implemented or updated their current management IS with an ERP system or are in the process of
implementing such a system. Despite all the benefits of these systems, implementation is costly,
time consuming and complicated, requiring large investments in the fields of planning, consulting
and implementing software projects. About 60–90% of organizations fail in the implementation
of the ERP system [5, 7, 8], while about 90% of ERP projects go over time or over budget [9,
10]. Accordingly, many challenges and obstacles may arise that hinder successful implementation
and affect the benefits intended from the system.
The Higher Education Institutions (HEIs) sector is one of the most important sectors seeking to
keep pace with technological development and to benefit from ERP systems to accelerate and
simplify the management of data and internal procedures while reducing the cost and increasing
the efficiency of institutional performance. Unlike business sectors, which seek commercial
profit, HEIs belong to the non-profit governmental sector. HEIs spend huge amounts to move to
these advanced systems, but many difficulties may arise. Such difficulties often end the process
of ERP implementation, resulting in failure because HEIs –as part of the governmental sector–
have a unique nature where administrative structures are inert and employees tend to resist the
idea of change. Therefore, HEIs have an urgent need to concentrate on changing the processes
prior to implementing the technology. Thus, the role of the top management support is vital for
planning and implementing ERP systems, as it is necessary to stimulate the organization and
employees before implementation and engage in effective communication with staff to increase
the probability of success [11, 12].
Previous studies have suggested that ERP software system implementations is complicated and
time consuming [5, 7, 10, 13, 14, 15]. In addition, these studies have pointed out that there is no
sure method of achieving success in implementing ERP systems; many ERP implementation
projects fail or go over time and over budget. It is noteworthy that several previous studies have
focused on the implementation of ERP systems in the business sector [5, 15, 16, 17, 18, 19, 20,
21, 22, 23, 24], but there is lack of studies on implementation in the HEI sector around the world
[25, 26, 27, 28, 29]. Moreover, these studies have argued that the university community needs
research attention to achieve more relevant knowledge regarding ERP implementation [26].
Furthermore, there is an urgent need to identify the success factors that lead to the successful
implementation of these systems [28], since the failure rate in HEIs is higher than that in the
business sector [11, 30]. Moreover, Saudi HEIs are in the early stage of technology development
because of the lack of implementation of ERP systems in this country [30, 31]. Therefore, it is
crucial to study critical success factors (CSFs) to reduce the failure rate of ERP systems in Saudi
HEIs.
3. Computer Science & Information Technology (CS & IT) 83
2. DEFINITION OF ERP SYSTEMS
Several definitions of ERP systems have been offered by a range of authors in the literature. For
example, Gable [32] described ERP systems as comprehensive software packages that seek to
integrate and automate the complete range of business processes and functions to present a
holistic view of the business from a single information and IT architecture. Rosemann and Wiese
defined ERP systems as “customizable, standard application software which includes integrated
business solutions for the core processes (e.g. production planning and control, warehouse
management) and the main administrative functions (e.g. accounting, human resource
management) of an enterprise” [33, p. 1].
Previously, ERP systems were perceived as integrated software applications that control and
manage different departmental functions such as inventory control, accounting, finance, and
human resources (HR) in a single centralized system with a common database. Now, ERP II —
the second generation of ERP systems— has been introduced with advanced features to deal with
multiple business units, such as customer relationship management and supply chain
management. Moreover, it integrates Internet-enabled applications for e-business, allowing
access at anytime and from anywhere. The term ERP evolution is widespread and describes
integrated information systems appropriate to any organization, regardless of geographic location
and size [14, 34, 35].
Many researchers have provided broad definitions of ERP systems. However, a recent and
comprehensive definition of ERP systems was provided by Beheshti as “a set of business
applications or modules, which links various business units of an organization such as financial,
accounting, manufacturing, and human resources into a tightly integrated single system with a
common platform for flow of information across the entire business. With the use of the Internet
as a business medium, organizations can use the expanded version of ERP, ERP II, to connect
their internal business systems with the systems of customers and suppliers” [36, pp. 184–185].
Each ERP system contains many different modules referring to business functions such as HR;
some business functions have more advanced and powerful modules than others. A typical ERP
system may consist of the following software modules: HR Management, Accounting and
Finance, Procurement Management, Manufacturing, Distribution and the Supply Chain [37].
Moreover, several vendors offer ERP systems in the marketplace; the top four vendors are SAP,
Oracle, Baan, and PeopleSoft [21, 38].
3. MOTIVATIONS FOR ADOPTING ERP SYSTEMS AND THEIR
BENEFITS
There are many reasons to adopt ERP systems. It is important for the organization to understand
the reasons for deciding to adopt ERP systems so that they can take advantage of the full benefits.
The main reasons for implementing an ERP system can be summarized as follows: providing an
integrated business computing solution, improving a company’s ability to compete in the
marketplace, improving business processes and internal efficiency of workflow and reducing the
overhead costs in an institution through computerization, enhancing the decision-making process
4. 84 Computer Science & Information Technology (CS & IT)
by providing accurate and updated organization-wide information. Improvement in all of these
areas will enhance company performance [36, 39, 40, 41, 42].
A comprehensive framework for assessing the benefits of ERP systems has been proposed by
Shang and Seddon [43, 44]. This framework classifies the types of benefits that organizations can
obtain by using ERP systems along five dimensions as follows:
• Strategic: Supporting business alliance and business growth, generating product
differentiation, and building cost leadership, business innovations, and external linkages
with customers and suppliers;
• Operational: Cost and cycle time reduction, quality, productivity and customer service
improvement;
• Managerial: Better resource management, improved decision making and planning, and
performance improvement;
• IT infrastructure: Building business flexibility for current and future changes, IT cost
reduction, and increased IT infrastructural capability; and
• Organizational: Supporting organizational changes, and facilitating business learning,
empowerment, and building a common vision.
Numerous studies [40, 41, 43] have listed the most important attributes of ERP systems and their
ability to effectively improve business’organizational processes, including the following:
• Automating, coordinating, and integrating business processes across organizational
locations and functions.
• Sharing common data and practices across the whole enterprise to reduce errors.
• Producing, accessing, and managing information in a real-time environment available
anywhere and anytime to facilitate rapid and better decision making and cost reductions.
• Providing a user-friendly web interface system to corroborate interactivity, as such an
interface can improve integrated portals for an extensive variety of administrative
functionalities.
• Enabling effective and useful conduct of a new business process, such ase-government,
e-learning, e-commerce, e-procurement and e-portfolio.
4. CHALLENGES TO ERP IMPLEMENTATION
Although implementing an ERP system has significant benefits, doing so successfully is a
challenge. ERP systems are highly complex and require a comprehensive risk strategy; moreover,
they are very costly and have a high failure rate even under ideal circumstances [13]. They often
require long implementation times and significant resources [5, 7, 10, 13, 14, 15, 45]. According
to Zhang et al. [15], on average, ERP projects were 178% over budget, took 2.5 times as long as
projected, and delivered only 30% of the planned benefits. In addition, many barriers appear that
affect successful implementation, including substantial organizational problems such as
employee resistance to change [13, 24, 46]. Thus, the decision to implement an ERP system is a
difficult undertaking for any organization.
Over the years, many companies have implemented ERP systems, but many others have faced
implementation failure or ended up going over budget and experiencing delays [14, 38, 47, 48,
5. Computer Science & Information Technology (CS & IT) 85
49, 50]. Approximately 90% of ERP projects end up late or over budget [9, 10, 13]. Markus and
Tanis [51] defined success from the viewpoint of managers and implementation consultants as
completing the ERP project implementation on time and within budget. Therefore, chief
executive officers and senior executive teams must be deeply involved and have a strong
commitment to the ERP project to achieve successful implementation [38].
An understanding of the main reasons why many ERP implementation projects have failed could
be a recipe for success in a new project. Umble et al. [24] summarized reasons for project failure
into 10 categories. They contended that ERP could fail because of a lack of clearly defined
strategic goals, lack of commitment of top management, poor project management, resistance to
change in the organization, poor selection of an implementation team, lack of data accuracy,
inadequate education and training such that users cannot run the ERP system, lack of adaptation
of performance measures to ensure that the organization changes, lack of resolution of multi-site
issues, and technical complications.
5. SUCCESS FACTORS FOR ERP IMPLEMENTATION
The concept of CSFs was developed in the early 1960s. According to Rockart [52], Ronald
Daniel first discussed the idea of CSFs in the management literature, stating that information
analysis must focus on “success factors” when as a new approach to help achieve organizational
goals.
Rockart [52] developed the idea of identifying the CSFs from the viewpoint of chief executives,
pointing out that the process of identifying CSFs helps to ensure that these factors receive the
necessary attention and are carefully managed by an organization. Rockart defined CSFs as “the
limited number of areas in which results, if they are satisfactory, will ensure successful
competitive performance for the organization”[52, p.85]. Rockart and Bullen affirmed that “CSFs
are the few key areas where ‘things must go right’ for the business to flourish and for the
manager’s goals to be attained” [53, p.7]. Meanwhile, Pinto and Slevin described CSFs as
“factors which, if addressed, significantly improve project implementation chances” [54, p. 22].
In the ERP context, Rabaa’I defined CSFs as “a set of activities that needs special considerations
and continual attention for planning and implementing an ERP system” [28, p. 137]. They have
also been defined as “factors needed to ensure a successful ERP project“ [17, p. 31]. Thus, CSFs
are particularly useful, as they provide clear insight and guidance on where to focus special
consideration and resources and continual attention in planning for successful ERP project
implementation [55].
It is important to improve the implementation success of ERP systems, identify the CSF, and
understand the critical factors that constitute successful ERP implementation at each phase [56].
Thus, the critical factors involved in ERP implementation can be given more, and proactive
approaches can be developed to counter the high failure rate of ERP implementation [21, 52].
Ultimately, this will enhance the likelihood of achieving higher success levels, cost savings, time
savings, quality and efficiency in their ERP system [57].
6. 86 Computer Science & Information Technology (CS & IT)
6. ERP SYSTEM IN HEIs
Instead of developing an IT system in-house, many local government organizations are turning to
commercial off-the-shelf (COTS) ERP systems solutions offered by commercial vendors that
support core administrative processes such as budgeting, accounting, procurement, performance,
and HR management by integrating the data required for these processes in a single database.
This allows them to plan their IT resources more effectively, manage their data and legacy
systems, and increase the efficiency of the institutional performance [58]. Recently, ERP systems
have been applied to new institutional contexts (i.e., financial services, public sector, healthcare,
and higher education). Therefore, the HEI sector as one of the main parts of government has been
strongly influenced by global trends to adopt new technologies. HEIs begin implementing ERP
systems and replace their old systems to overcome the limitations of legacy systems, support all
business functions (administrative, accounting, organizational, etc.), improve their management
and administration systems, manage their operations and make them more transparent, and
achieve performance improvements.
The investment in ERP systems implementation represents the biggest investment in information
and communications technology (ICT) for HEIs [50, 59]. It is tempting to see HEIs as unique
institutions [50]; however, according to Lockwood [60], there are many similarities and
differences between HEIs and business organizations, so that the HEIs face many problems
common to most modern business corporations, including coordinating resources, stimulating
and facilitating the enterprise among staff, and controlling costs. Meanwhile, the uniqueness of
HEIs is based on a combination of different characteristics, namely the complexity of purpose,
limited measurability of outputs, autonomy and dependency from wider society, a diffuse
structure of authority and internal fragmentation. In addition, HEIs are fundamentally different
from business organizations due to their unique decision-making processes, where each
executive member is capable of independent decision-making and behavior [50, 61]. Further,
HEIs are generally more resistant to change than business corporations due to the loosely coupled
and autonomously operating administrative and academic units [25]. Furthermore, Bologa et al.
[62] pointed out that the communication in HEIs is more difficult than in companies due to the
large number of very different groups with different interests and objectives in different fields;
thus, there are no clear formal communication structures in HEIs. The characteristics that make
HEIs different require a distinct project management approach.
The main advantages of implementing an ERP system in HEIs are as follows: lower business
risks; improved services for the faculty, students, and employees; increased income and
decreased expenses due to improved efficiency; and improved information access for planning,
organizing, and managing the institution where different departments share an integrated database
[63]. Furthermore, Sabau et al. [64] introduced many ERP benefits for universitiesin terms of
business and technical viewpoints.
The business benefits include:
• Campus-wide integration of a conventional system.
• Enhanced internal communications.
• Reduction or elimination of manual processes.
• Improved strategic decision making and planning capabilities.
• Self-service environment for students and faculty.
7. Computer Science & Information Technology (CS & IT) 87
• Higher availability of administrative systems.
• Support of sophisticated and advanced data analyses for use in decision making.
• Integrated workflow for the industry’s best practices and decreased dependence on paper.
The technical benefits include:
• Decrease or eliminated need for backup systems.
• Platform for re-engineering business practices and continued process enhancements.
• Maintenance and development of consistent data definitions.
• Accessible, user-friendly administrative and student support services.
• Increased data integrity, reliability, and validity.
• Guaranteed system-wide security and protection of confidential information.
• More seamless integration between technology and education delivery by providing a
single platform based on new technologies and access to data in real time.
Nevertheless, a limited number of integral ERP solutions have been implemented in HEIs, and
there is a need to introduce such ERP systems. Still, the risks related to the implementation of
ERP systems in HEIs are relatively high due to the high degree of complexity [59]. According to
Pollock and Cornford, ERP systems are “refashioning the identity of universities and
accompanied by tensions in which ever site it is implemented” [50, p. 32]. Therefore, the
implementation of these systems in the HEI sector is raising new organizational issues [65].
These systems were initially designed for the corporate sector, with little effort to make them fit
universities’ business processes; consequently, they either adjust the universities business
processes to fit the ERP system or customize the ERP system to fit the universities’ business
processes [66]. In addition, Davison [67] identified cultural differences from that of North
America through a case study on a Hong Kong University’s implementation of an ERP system,
including beliefs concerning providing access to information and miscommunication and
difficulties in reengineering organizational processes. A number of researches have shown a high
failure rate in the implementation of ERP systems; for instance, Cleveland State University
(1998) took legal action against the ERP vendor when they found their new system could handle
only half of their transaction volume. The university continued with the implementation of ERP
despite rising costs, with a final cost of $15 million, which exceeded the initial forecast by $10.8
million. Likewise, ERP implementation costs for Ohio State University rose from an initial
planned amount of $53million to $85 million. The University of Minnesota had a comparable
experience when planned projected costs of $38 million finally reached $60 million [68]. This
illustrates the importance of minimizing ERP implementation failure in the HEI sector.
7. RELATED WORK
ERP systems have received substantial consideration in both academia and practice. Numerous
research articles about ERP systems have been published, covering several topics and issues.
Furthermore, a number of ERP literature reviews have been conducted [14, 26, 38, 45, 57, 69,
70, 71, 72, 73] that provide an overview of existing ERP literature from varied perspectives.
Ngai et al. [14] reviewed 48 articles to illustrate the disparity betweenthe 10 different
countries/regions surveyed and the recommended empirical evidence for criticality of the 18
identified ERP success factors. The study results showed the most frequently cited critical factors
8. 88 Computer Science & Information Technology (CS & IT)
for successful implementation of ERP systems are top management support, as well astraining
and education. Moreover, a clear and defined project plan was another frequently cited factor in
all the countries and regions.
In addition, Gargeya and Brady [38] identified six groups of factors leading to success in ERP
implementation by reviewing published articles that reported SAP implementations in 44
companies from different industries based on conducting content analysis. The primary factors
for successful implementation of SAP ERP projects include working with SAP functionality and
maintaining scope and the cooperation of the project team/management support/consultants.
Other success factors are the internal readiness/training, adequate system testing, organizational
diversity, and planning/development/budgeting.
A comprehensive taxonomy of CSFs for ERP system implementation was presented by Dezdar
and Sulaiman [45]. They analyzed the content of 95 articles publishedbetween1999 and 2008;
then, they arranged 17 identified ERP success factors using the frequency count method. They
found that the most frequent CSFs include top management support and commitment, project
management and evaluation, business process reengineering and minimum customization, ERP
team composition, competence and compensation, and the change management program.
However, Finney and Corbett [57] recommended 26 CSFs based on the results of a
comprehensive compilation and analysis of ERP implementation success factors, which they
identified using content analysis and grouped into strategic and tactical categories. The study
reveals that the five most significantly cited CSFs are top management commitment and support,
change management, business process reengineering (BPR) and software configuration, training
and job redesign, and the best and brightest project team. However, change management has
emerged as the most widely cited CSF.
Since ERP literature is a wide topic, we centered our review on ERP implementation in HEIs,
which provide a more detailed analysis and deeper understanding of CSFs in ERP
implementation within this sector.Abugabah and Sanzogni [11] collected critical literature
reviews of the implications of ERP systems in HEIs, especially in Australia. The study shows that
system users at all levels play a major role in defining the feasibility of ERP implementation. The
researchers discuss the importance of establishing the requisite criteria to evaluate the
performance of the system through the performance of its usersafter providing necessary training.
It is important not to neglect other characteristics, such as technical and managerial aspects. The
researchers stress the importance of aspects that influence the performance of staff, the quality of
services provided, and the output of the system. Therefore, they try to gather the evaluation of
ERP implementation while considering user and organization perspectives.
Furthermore, a study by Rabaa’i [28] concentrates on ERP implementation and evaluation, also
in Australian HEIs. He discussed the CSFs identified by previous studies and their importance to
answer the following research question: What are the key critical factors for ERP implementation
success in a university environment? Based on a literature review, 12 CSFs for ERP
implementation were identified using the frequency analysis. Change management and top
management commitment and support are the most widely cited CSFs. Other factors include
project management, business process reengineering and system customization, user training,
cross-functional implementation teams, visioning and planning, consultant selection and
9. Computer Science & Information Technology (CS & IT) 89
relationship, an effective communication plan, ERP system selection, ERP systems integration,
and post-implementation evaluation measures.
8. RESEARCH METHODOLOGY
The researchers conducted an extensive literature review, analyzing more than 50 articles
published over a period of 13 years (2002–2015) to address the following question: ' What are the
most imperative critical factors for ERP implementation success?' In this study, articles from
journals, book chapters, conference proceedings, and dissertations were identified, analyzed, and
classified. These articles were identified through a computer search of Management Information
System (MIS) journals and number of databases including Emerald, ScienceDirect, Proquest
Computing, IEEE/Xplore, EBSCOhost, SpringerLink, ACM Digital Library and Google Scholar.
The articles were selected was based on the following search terms and keywords: “enterprise
resource planning success factors,”“ERP implementation success,”“ERP implementation success
in higher education institutions,”“critical success factors for ERP implementation in higher
education,”“critical success factors for enterprise systems,”“enterprise resource planning
successful implementation,”“success factors of enterprise systems” and “CSFs of ERP system
implementation in HEIs.”
9. SUCCESS FACTORS FOR ERP IMPLEMENTATION IN HEIs
As mentioned above, an ERP redefines business operations and plays an important role in
managing business processes in many organizations. In addition, there are many previously
identified factors that could influence the successful implementation of ERP systems. Recently,
universities have implemented ERP systems, but there is a lack of research focusing on the
implementation of ERP systems in the HEI sector around the world [26, 29, 74]. Furthermore,
some studies have identified the urgent need to identify success factors that lead to the successful
implementation of the system, as failure rate of ERP systems in HEIs is higher than that in the
business sector [11, 30].
Allen et al. [75] investigated the issues associated with ERP implementation via four in-depth
case studies of HEIs in the UK that were in the process of implementing ERP systems to
investigate whether the systems provided a feasible IS strategy for HEIs through interviews and
reviews of secondary documentation. They adopted Pinto and Slevin's [54] and Holland et al.’s
[76] CSF models, which include strategic issues and specify the need for a project mission, top
management support, and project schedule outlining individual action steps for project
implementation. Clearly, these issues are most important during the rollout of a project.
Meanwhile, tactical elements such as communicating with all affected parties, recruiting the
necessary technical and business specialists for the project team, obtaining the necessary
underlying technology, user acceptance, and monitoring and feedback at each stage gain their
importance in the implementation phase.
Chatfield [77] investigated the implementation factors that affect ERP system success in
universities,including a decrease in implementation costs. The findings suggest that ERP system
quality is improved by effectively training users, changing management, and providing support
strategies for the users and the organization’s culture. This requires involving university
10. 90 Computer Science & Information Technology (CS & IT)
personnel in the implementation to reduce costs and making use of the personnel’s existing
knowledge of the organization.
Seo [12] in her thesis, focused on the challenges of ERP implementation in corporate and
university environmentsby conducting two case studies tocompare the similarities and
differences, specifically between the Massachusetts Institute of Technology (MIT) and the
Engineering Company (ENGCO). This research presents the top 12most frequently cited CSFs
from previous studies. After evaluating these factors, the following CSFs were proven effective
in the implementation of ERP in the university environment: change management,
communication planning, ERP systems integration, andtop management commitment and
support. Moreover, Seo found that ERP failure results from the unique nature and decision
support methodology of the university as well as the limited flexibility of university systems. The
researcher also mentioned that university administration support in achieving the benefits of ERP
systems could be the cornerstone for success, along with other success standards, such as team
composition and strong communication across the organization.
Olugbara et al. [78] identified, validated, ranked and classified ERP success factors with
reference to HEIs and described expert assessments to validate the relevance of the identified
ERP success factors in the educational setting. Moreover, they used principal component analysis
to reduce the dimensions and rank ERP success factors, as well as cross-impact analysis to
classify ERP success factors. The study identified the following 10 CSFs influencing the
effective implementation of ERP systems in African HEIs: top management support,
management of expectations, business process reengineering, project team composition and
competence, education and training of users, interdepartmental cooperation and communication,
involvement of users in systems development and integration, culture of resistance within an
organization, vendor and consultant support for users, and system changes and upgrades to new
versions.
Somers and Nelson [79] developed a unified CSF model for industries in United States that
described the importance of 22 CSFs identified across the stages of ERP implementation through
responses from 86 organizations within variety of industries, including the education sector. The
research sample targeted in the interviews and questionnaire consisted of senior-level IS
executives. The authors identified and ranked the top five CSFs for ERP implementation as top
management support, project team competence, inter-departmental cooperation, clear goals and
objectives, and project management. Furthermore, the study suggested that the most important
factor for executives is top management support.
Finally, Nah and Delgado [80] reviewed the literature to develop a comprehensive list of CSFs
related to ERP implementation and upgrades. The researchers conducted two case studies at a
university and a public company using interviews and questionnaires to collect data. They then
organized the results into seven main categories. The results showed that the main factors
involved in the successful implementation across the four phases of the ERP lifecycle are as
follows: (1) a business plan and vision; (2) change management; (3) communication; (4) ERP
team composition, skills, and compensation; (5) project management; (6) top management
support and championship; and (7) system analysis, selection, and technical implementation.
11. Computer Science & Information Technology (CS & IT) 91
10. ERP IMPLEMENTATION WITH SAUDI HEIs
With Saudi Arabia’s orientation toward implementing e-government, whose significant benefits
are attributable to the institutions and national economy of the Kingdom of Saudi Arabia, and due
to government pressure to improve operational efficiency within their institutions, an e-
government program (Yesser) was established that enables the implementation of e-government
and raising the public sector’s productivity and efficiency [81]. Saudi HEIs began implementing
ERP systems to increase their efficiency and to automate their administrative procedures. As
major Saudi government institutions, HEIs have been strongly influenced by the government
trend to adopt new technologies.
A few research studies on the implementation of the ERP system in Saudi HEIs have
concentrated on general technical and users’ perspectives [7, 30, 82]; these have been limited to
study the experience of King Saud University (KSU) in ERP implementation. It should be noted
that the ERP system of KSU is called MADAR; it is not an ERP global software system such as
SAP, Microsoft Dynamics, or Oracle E-Business Suite (EBS); rather, it has been locally designed
due to budget constraints, a shortage of skilled users, and the greater flexibility for customization
with the governmental policies [83]. Therefore, the success factors and obstacles may differ from
the experiences of other universities that have implemented global ERP software systems.
Al-Hudhaif [82] investigated the factors affecting the ERP implementation from the user’s
perspective at KSU. A theoretical framework was developed and four hypotheses were explained
to look at the status of system implementation at this university. The results showed the total
success is dependent on the user satisfaction. In addition, the researcher found a significant
relationship between satisfaction level and challenges to implementation. He suggested that the
commitment of university head administration in ERP adaptation plays the major role of success
implementation. However, the study suggests no relationships between the training factor and
success of ERP implementation.
Moreover, Aldayel et al. [30] conducted a case study for the CSFs of ERP implementation in
higher education from technical and user perspective. Their case study had been conducted at
KSU which implemented MADAR system. The results showed that the most important CSFs in
ERP implementation from a technical point of view were project management and ERP system
selection. Other factors included stakeholder participation, business process reengineering and
customization, top management commitment and support, ERP team composition, ERP systems
integration, choice of supplier and its support, scope of implementation, and consultant
participation. From the user’s perspective, the most important factor was training.
11. CSFs FOR ERP IMPLEMENTATION IN HEIs
The results of the abovementioned research studies on the success factors of ERP implementation
describe the problem complexity using a variety of approaches. The CSFs and the results of the
research studies differed substantially, showing that the factors leading to success are complex
and cannot occur in isolation. Indeed, they overlap and are hard to separate [38]. Some
researchers have suggested that the CSFs of ERP implementation identified in the literature in
terms of private sector organizations are equally applicable to organizations in the public sector.
Furthermore, they pointed to additional CSFs in public sector organizations, where it is more
difficult to successfully achieve ERP implementation. The government acquisition rules must be
12. 92 Computer Science & Information Technology (CS & IT)
revised to align with the CSFs [38, 84, 85]; thus, CSFs need to be identified and adapted to the
public sector.
The aim of this paper is to define the main important factors contributing to the success of ERP
implementation in HEIs. Table 1 shows the 13 factors identified as critical to ERP
implementation success from previous studies conducted in the HEIs sector.
Table 1. The most important ERP CSFs extracted from the literature.
# Factors References Definition
1 Top management
commitment and
support
[25, 28, 29,
30, 62, 64, 66,
75, 78, 79, 80]
There is enough support from senior management in
the ERP project. Top management must be willing to
be involved and commit to allocating valuable
resources to the implementation effort.
2 Change
management
[25, 28, 29,
30, 62, 64, 66,
75, 78, 79, 80]
A primary strategy, strong institutional identity and
structured approach are needed to create a
comprehensive environment to ensure the successful
implementation and smooth transitioning to the ERP
system.
3 Project
management
[25, 28, 29,
30, 62, 64, 66,
75, 78, 79, 80]
Effective management of the ERP project, including
defining the project scope, goals, objectives, schedule
and strategy and careful tracking of ERP project
progress to plan, coordinate and monitor various
defined activities in different stages of ERP
implementation.
4 Project champion [62, 66, 79,
80]
A project leader who plays a critical role in the
implementation of ERP and makes the project work
by setting goals and effecting legitimate changes.
5 System
customization
[25, 28, 29,
30, 66, 79, 80]
Modification of the ERP package according to the
institution’s needs to fit its existing business process.
6 Business process
reengineering (BPR)
[25, 28, 29,
30,62, 66, 75,
78,79, 80]
Changes in the work process that arise with ERP
system implement on to fit and adapt the
functionality of the system package instead of trying
to modify the ERP system to fit the organization’s
current business processes.
7 ERP
implementation
team
[25, 28, 30,
62, 64, 66, 78,
79,80]
The team should consist of the best, most skilled
people in the institution. Necessary capabilities
include team leadership, cross-functional team
representation from all business units and strong
commitment to the implementation duties.
13. Computer Science & Information Technology (CS & IT) 93
# Factors References Definition
8 Consultant selection
and relationship
[28, 30, 62,
66, 75, 78, 79,
80]
The extent to which ERP consultants who are expert
and knowledgeable about the installation are part of
the implementation process. It is important to arrange
for knowledge transfer from the consultant to the
project manager and staff.
9 Effective
communication plan
[25, 28, 29,
62, 64, 66, 75,
78, 79, 80]
Covering and sharing information, scope, activities
and objectives between the ERP project team
members and communication of the results and goals
at each ERP implementation stage to the rest of the
institution.
10 Active partnership
with vendor
[25, 30, 66,
75, 78, 79, 80]
Support ranging from technical assistance to training
that can reduce the cost of implementation; the
organization cam gain other benefits from
partnerships with the vendor and use the vendor’s
customization tools.
11 ERP system
selection
[28, 29, 30,
64, 66, 74, 78,
79, 80]
Careful ERP software package selection that matches
the organizational needs, business processes and
practices.
12 System integration [28, 30, 80] Good integration between the ERP system and other
systems in the institution to smoothly share and
transfer information.
13 Post-
implementation
evaluation and
management
[28, 66] All projects require some kind of post-evaluation
through the exchange of information between the
project manager and project team members and
analysis of user feedback.
12. CONCLUSION
This paper gave a general overview of the implementation of ERP systems, including definitions,
motivations for adopting ERP systems, and their challenges. Furthermore, it explained the CSFs
concept and provided a comprehensive overview of the literature on ERP implementation success
factors.
This research reviewed the previous literature on ERP implementation with a focus on success
factors for ERP system implementation in the HEI sector worldwide and in Saudi Arabia. The
aim of this was to fill the gap in research regarding the implementation of the ERP system in this
sector, particularly since the failure rate of ERP systems in HEIs is higher than that in the
business sector. This paper identified and defined the 13 most important ERP CSFs extracted
from previous studies in this field.
This research is considered as a starting point to conduct in-depth analysis of CSFs in HEIs to
increase the success rate of ERP implementation. Furthermore, it will enrich the academic
14. 94 Computer Science & Information Technology (CS & IT)
knowledge in this field because of the lack of previous research on the successful implementation
of ERP systems in the HEI sector. The researchers intend to carry on the reach by conducting in-
depth analysis of different universities in Saudi Arabia that have implemented an ERP system.
REFRENCES
[1] Ifinedo, Princely (2011) "Examining the Influences of External Expertise and In-House Computer/IT
Knowledge on ERP System Success",Journal of Systems and Software Vol. 84 No. 12, pp. 2065-
2078
[2] Klaus, Helmut., Rosemann, Michael & Gable, Guy (2000) "What is ERP?", Information systems
frontiers Vol. 2, No.2, pp. 141-162
[3] Mabert, VincentA., Sony, Ashok & Venkataramanan, Munirpallam (2003) "The Impact of
Organization Size on Enterprise Resource Planning (ERP) Implementations in the US Manufacturing
Sector", Omega 31(3), pp. 235-246
[4] Wang, Eric T.G., Shih, S.P.& Jiang, J.J. & Klein, G. (2008) "The Consistency among Facilitating
Factors and ERP Implementation Success: A Holistic View of Fit". Journal of Systems and Software
Vol. 81, No. 9, pp. 1609-1621
[5] Xu, LauraXiao Xia., Yu, Wang Feng, Lim, Roland & Hock, Lua Eng (2010) "A Methodology for
Successful Implementation of ERP in Smaller Companies", In: 2010 IEEE International Conference
on Service Operations and Logistics and Informatics (SOLI).Qingdao, China, pp. 380-385.
[6] Siriginidi, Subba Rao (2000) "Enterprise Resource Planning in Reengineering Business",Business
Process Management Journal,Vol. 6, No. 5, pp. 376-391.
[7] Al-Shamlan, Hala M. & Al-Mudimigh, Abdullah S. (2011)"The Change Management Strategies and
Processes for Successful ERP Implementation: A Case Study of MADAR", International Journal of
Computer Science,Vol. 8, No. 2, pp. 399-407.
[8] Liang, Huigang., Saraf, Nilesh., Hu, Qing. & Xue,Yajiong (2007) "Assimilation of Enterprise
Systems: The Effect of Institutional Pressures and Mediating Role of Top Management",
MISQuarterly, Vol. 31, NO. 1, pp. 59-87.
[9] Martin, M.H. (1998). "An ERP strategy". Time Inc., New York 137, PP. 95-97.
[10] Samuel, R. Dhinakaran & Kumar, Santhosh (2013) "Prediction of ERP Success Before the
Implementation", In:International Asia Conference on Industrial Engineering and Management
Innovation (IEMI2012), Proceedings. Springer Berlin Heidelberg, pp. 219-227.
[11] Abugabah, Ahed & Sanzogni, Louis (2010) "Enterprise Resource Planning (ERP) System in Higher
Education:A Literature Review and Implications", International Journal of Human and Social
Sciences, Vol. 5, NO. 6, pp. 395-399.
[12] Seo, Goeun (2013) "Challenges in Implementing Enterprise Resource Planning (ERP) System in
Large Organizations: Similarities and Differences Between Corporate and University Environment",
Master’s thesis, Massachusetts Institute of Technology
[13] Al-Mashari, Majed., Al-Mudimigh, Abdullah. & Zairi, Mohamed (2003) "Enterprise Resource
Planning: A Taxonomy of Critical Factors",European journal of operational research,Vol.146, No. 2,
pp. 352-364.
[14] Ngai, Eric. WT., Law, Chuck CH& Wat & Francis KT (2008) "Examining the Critical Success
Factors in the Adoption of Enterprise Resource Planning",Computers in Industry,Vol.59, No. 6, pp.
548-564.
[15] Zhang ,Zhe., Lee,Matthew K.O., Huang, Pei., Zhang, Lliang. &Huang, Xiaoyuan (2005) "A
Framework of ERP Systems Implementation Success in China:An Empirical Study", International
Journal of Production Economics, Vol. 98, No. 1, pp. 56-80.
[16] Bhatti, T. R. (2005) "Critical Success Factors for the Implementation of Enterprise Resource Planning
(ERP): Empirical Validation", In:2nd International Conference on Innovation in Information
Technology IIT press, Dubai, UAE, pp. 1-10.
[17] Holland Christopher P. & Light, Ben (1999) "ACritical Success Factors Model for ERP
Implementation", IEEE software, Vol. 16, No. 3, pp. 30-36.
15. Computer Science & Information Technology (CS & IT) 95
[18] Jafari, S.M., Osman, M.R., Yusuff, R.M. &Tang, S.H. (2006) "ERP Systems Implementation in
Malaysia:Importance of Critical Success Factors", International Journal of Engineering and
Technolog, Vol. 3, No.1, pp. 125-131.
[19] Kamhawi, Emad .M. (2007) "Critical Factors for Implementation Success of ERP Systems: An
Empirical Investigation from Bahrain",International Journal of Enterprise Information Systems,Vol.
3, No. 2, pp. 34-49.
[20] Liu, Pang-Lo (2011) "Empirical Study on Influence of Critical Success Factors on ERP Knowledge
Management on Management Performance in High-Tech Industries in Taiwan",Expert Systems with
Applications, Vol.38, No. 8, pp.10696-10704.
[21] Loh, Tee Chiat& Koh, S.C.L. (2004) "Critical Elements for a Successful Enterprise Resource
Planning Implementation in Small- and Medium-Sized Enterprises",International journal of
production research, Vol. 42, No. 17, pp. 3433-3455.
[22] Motwani, Jaideep., Subramanian, Ram. & Gopalakrishna, Pradeep (2005) "Critical Factors for
Successful ERP Implementation: Exploratory Findings from Four Case Studies", Computers in
Industry , Vol. 56, No. 6, pp. 529-544.
[23] Soja, Piotr (2006) "SuccessFactors in ERP Systems Implementations: Lessons from Practice", Journal
of enterprise information management, Vol. 19, No. 6, pp.646--661.
[24] Umble,Elisabeth J., Haft, Ronald. R. & Umble Michael M. (2003) "EnterpriseResource Planning:
Implementation Procedures and Critical Success Factors", European journal of operational research ,
Vol. 146, No. 2, pp.241-257.
[25] Gates, Kathryn F. (2004) "Evaluating the North American Pilot for SAP’s Campus Management
System", In von Hellens, L., Nielsen, S., Beekhuyzen, J. (eds.), Qualitative Case Studies on
Implementation of Enterprise Wide Systems. Idea Group, Hershey, pp. 192-210.
[26] Moon, Young B. (2007) "Enterprise Resource Planning (ERP): AReview of the Literature",
International Journal of Management and Enterprise Development, Vol. 4, No. 3, pp. 235-264.
[27] Nielsen, Jens L. (2005) "Critical Success Factors for Implementing ERP System", In von Hellens, L.,
Nielsen, S., Beekhuyzen, J. (eds.), Qualitative case studies on implementation of enterprise wide
systems. Idea Group, Hershey, pp. 211-231.
[28] Rabaa’i, Ahmad A. (2009) "Identifying Critical Success Factors of ERP Systems at the Higher
Education Sector",In: ISIICT2009: Third International Symposium on Innovation in Information &
Communicaton Technology, Philadelphia Uni., Amman, Jordan .
[29] Ahmad, Raja Lope, Othman, Zulkifli & Mukhtar, Mohsin (2011) "ERP Implementation Framework
for Malaysian Private Institution of Higher Learning", In:2011 International Conference on Electrical
Engineering and Informatics (ICEEI), Bandung, Indonesia, pp. 1-5.
[30] Aldayel, AbeerI., Aldayel, Mashael S. & Al-Mudimigh, Abdullah S. (2011) "The Critical Success
Factors of ERP Implementation in Higher Education in Saudi Arabia: A Case Study", journal of
Information Technology & Economic Development , Vol. 2, No, 2, pp. 1-16.
[31] Ministry of Higher Education, (2015) [Online]. Available:
http://he.moe.gov.sa/ar/about/egovinitiaves/Pages/cInitiatives.aspx
[32] Gable, Guy G. (1998) "Large Package Software—A Neglected Technology?", Journal of Global
Information Management, Vol.6, pp. 3-4.
[33] Rosemann, Michael & Wiese, Jens (1999) "Measuring the Performance of ERP Software—A
Balanced Scorecard Approach", In:10th Australasian Conference on Information Systems,
Wellington, New Zealand, pp. 733-784.
[34] Huang, Albert, Yen, David C., Chou, David C. & Xu, Yurong (2003) "Corporate Applications
Integration: Challenges, Opportunities, and Implementation Strategies",Journal of Business and
Management,Vol. 9 No. 2, pp. 137-145.
[35] Rashid, MohammadA., Hossain, Liaquat & Patrick, Jon David (2002) "The Evolution of ERP
Systems: A Historical Perspective", In L. Hossain, J. Patrick, & M. Rashid, Enterprise Resource
Planning: Global Opportunities & Challenges, Idea Group, United States of America, pp. 1--16.
[36] Beheshti, Hooshang. M. (2006) "What Managers Should Know about ERP/ERP II", Management
Research News ,Vol. 29 No. 4, pp.184--193.
16. 96 Computer Science & Information Technology (CS & IT)
[37] Chang, Man-Kit., Cheung, Waiman., Cheng, C. Hung & Yeung, Jeff H.Y. (2008) "Understanding
ERP System Adoption from the User’s Perspective", International Journal of Production
Economics,Vol. 113, No. 2, pp. 928--942.
[38] Gargeya, Vidyaranya B. &Brady, Cydnee (2005) "Success and Failure Factors of Adopting SAP in
ERP System Implementation", Business Process Management Journal,Vol.11, No. 5, pp. 501-516.
[39] Luo, Wenhong & Strong, Diane. (2004) "A Framework for Evaluating ERP Implementation
Choices", Engineering Management, IEEE Transactions,Vol. 51, No. 3, pp. 322-333.
[40] Spathis, Charalambos & Ananiadis, John (2005) "Assessing the Benefits of Using an Enterprise
System in Accounting Information and Management", Journal of Enterprise Information
Management, Vol. 18, No. 2, pp.195-210.
[41] Nah, Fui-Hoon Fiona, Lau, Janet Lee-Shang & Kuang, Jinghua (2001) "CriticalFactors for Successful
Implementation of Enterprise Systems", Business process management journal, Vol. 7, No. 3, pp.
285-296.
[42] Poston, Robin & Grabski, Severin (2001) "Financial Impacts of Enterprise Resource Planning
Implementations", International Journal of Accounting Information Systems,Vol. 2, No. 4, pp. 271-
294 .
[43] Shang, Shari & Seddon, Peter B. (2000) "A Comprehensive Framework for Classifying the Benefits
of ERP Systems", In: Proceedings of AMCIS 2000, Long Beach, CA, pp. 1005-1014.
[44] Shang, Shari & Seddon, Peter B. (2002) "Assessing and Managing the Benefits of Enterprise
Systems: The Business Manager’s Perspective", Information systems journal , Vol. 12, No. 4, pp.
271-299.
[45] Dezdar, Shahin & Sulaiman, Ainin (2009) "Successful Enterprise Resource Planning Implementation:
Taxonomy of Critical Factors", Industrial Management & Data Systems, Vol. 109, No. 8, pp. 1037-
1052.
[46] Xue, Yajiong, Liang, Huigang., Boulton, William R. & Snyder, Charles A. (2005) "ERP
Implementation Failures in China: Case Studies with Implications for ERP Vendors",International
journal of production economics, Vol. 97, No. 3, pp.279-295.
[47] Traci, Barker & Mark, N. Frolick (2003) "ERP Implementation Failure: A Case Study", Information
Systems Management,Vol. 20, No. 4, pp. 43-49.
[48] Chen, Charlie C., Law, Chuck & Yang, Samuel C. (2009) "Managing ERP Implementation Failure: A
Project Management Perspective",Engineering Management IEEE Transactions, Vol. 56, No. 1, pp.
157-170.
[49] Markus, M. Lynne, Axline, Sheryl., Petrie, David & Tanis, S. Cornelis. (2000) "Learning from
Adopters’ Experiences with ERP:Problems Encountered and Success Achieved", Journal of
information technology , Vol. 15, No. 4, pp. 245-265.
[50] Pollock, Neil & Cornford, James (2004) "ERP Systems and the University as a
"Unique"Organisation", Information technology & people, Vol. 17, No. 1, pp.31-52.
[51] Markus, M. Lynne & Tanis, Cornelis (2000) "The Enterprise Systems Experience—From Adoption
to Success", Framing the domains of IT research: Glimpsing the future through the past 173, pp. 207-
173.
[52] Rockart, John F. (1978) "Chief Executives Define Their Own Data Needs", Harvard business review,
Vol. 57, No. 2, pp. 81-93.
[53] Rockart, John F. & Bullen, Christine V. (1986) "The Rise of Managerial Computing: The Best of the
Center for Information Systems Research", Dow Jones-Irwin, New York.
[54] Pinto, Jeffrey K. & Slevin, Dennis P. (1987) "Critical Factors in Successful Project Implementation",
Engineering Management, IEEE Transactions on 1 , Vol. 34, No. 1, pp. 22-27.
[55] Shanks, G., Parr, A.,Hu, B., Corbitt, B., Thanasankit, T.& Seddon, P. (2000) "Differences in Critical
Success Factors in ERP Systems Implementation in Australia and China: A Cultural Analysis",In:
Proceedings of ECIS 2000, Vienna, Austria, pp. 537–544.
[56] Somers, Toni M. & Nelson, Klara G. (2004) "A Taxonomy of Players and Activities Across the ERP
Project Life Cycle", Information & Management, Vol. 41, No. 3, pp. 257-278.
[57] Finney, Sherry & Corbett, Martin (2007) "ERP Implementation: A Compilation and Analysis of
Critical Success Factors", Business Process Management Journal, Vol. 3, No. 3, pp.329-347.
17. Computer Science & Information Technology (CS & IT) 97
[58] Thomas, Glenn A. & Jajodia, Shyam (2004) "Commercial-Off-the-Shelf Enterprise Resource
Planning Software Implementations in the Public Sector: Practical Approaches for Improving Project
Success", The Journal of Government Financial Management , Vol. 53, No. 2, pp.12--19.
[59] Zornada, Leo & Velkavrh, TamaraBertok (2005) "Implementing ERP Systems in Higher Education
Institutions",In: 27th International Conference on Information Technology Interfaces ICTI, Cavtat,
Croatia.
[60] Lockwood, G. (1985) "Universities as Organizations", In Lockwood, G. and Davies, J. (eds),
Universities; The Management Challenge, Windsor, UK., pp. 139-163.
[61] Heiskanen, Ari., Newman, Michael& Similä, Jouni (2000) "The Social Dynamics of Software
Development", Accounting, Management and Information Technologies, Vol. 10, No. 1, pp. 1-32.
[62] Bologa, Razvan., Bologa, Ana-Ramona & Sabau, Gheorghe (2009) "Success Factors for Higher
Education ERPs",International Conference on Computer Technology and Development, pp. 28-32.
[63] King, Paula., Kvavik, Robert B. & Voloudakis, J. (2002) "Enterprise Resource Planning Systems in
Higher Education",EDUCAUSE Center for Applied Research: Research Bulletin 22, pp. 1-11.
[64] Sabau, G., Munten, M., Bologa, A. R., Bologa, R. & Surcel, T. (2009) "An Evaluation Framework
for Higher Education ERP Systems", WSEAS Transactions on Computers, Vol. 8, No. 11, pp. 1790-
1799.
[65] Beekhuyzen, J., Goodwin, M., Nielsen, J.L. & Uervirojnangkoorn, M. (2001) "ERP Implementation
at Australian Universities", Technical Report, Brisbane, Australia, Griffith University.
[66] von Hellens, Liisa, Nielsen, Sue & Beekhuyzen, Jenine (2005) "Qualitative Case Studies on
Implementation of Enterprise Wide Systems", IGI Global, Hershey.
[67] Davison, Robert. (2002) "Cultural Complications of ERP", Communications of the ACM,Vol. 45,
No.7, pp.109-111.
[68] Parth, Frank R., Gumz, J. (2003) "Getting Your ERP Implementation Back on Track".
[69] Addo-Tenkorang, Richard & Helo, Petri (2011) "Enterprise Resource Planning (ERP): A Review
Literature Report",Proceedings of the World Congress on Engineering and Computer Science, San
Francisco, CA, Vol IIpp19-21.
[70] Asemi, Asefeh & Jazi, Mohammad (2010) "A Comparative Study of Critical Success Factors (CSFs)
in Implementation of ERP in Developed and Developing Countries",International Journal, Vol. 2,
No.5, pp99-110.
[71] Esteves, Jose & Bohórquez, Victor (2007) "An updated ERP systems annotated bibliography: 2001–
2005", Instituto de Empresa Business School. Working Paper No. WP, Vol. 7, No. 4M pp 2-59.
[72] Shehab, Essam, Sharp,Supramaniam & Spedding (2004) "Enterprise resource planning: An
integrative review",Business Process Management Journal, Vol. 10, No. 4, pp359-386.
[73] Botta-Genoulaz, Valerie, Millet, Pierre-Alain & Grabot, Bernard (2005) "A survey on the Recent
Research Literature on ERP Systems", Computers in Industry, Vol. 56, No. 6, pp510-522.
[74] Rabaa’i, Ahmad A., Bandara, Wasana & Gable, Guy (2009) "ERP Systems in the Higher Education
Sector: ADescriptive Study",In:Proceedings of the 20th Australasian Conference on Information
Systems, Monash Uni.: Caulfield Campus, Melbourne, Australia, pp. 456-470.
[75] Allen, David., Kern, Thomas & Havenhand, Mark (2002) "ERP Critical Success Factors: An
Exploration of the Contextual Factors in Public Sector Institutions", In:Proceedings of the 35th
Annual Hawaii International Conference on System Sciences(HICSS), Hawaii,U.S.A, pp. 3062-307.
[76] Holland, Christoper P., Light, Ben & Gibson, Nicola (1999) "A Critical Success Factors Model for
Enterprise Resource Planning Implementation", Proceedings of the 7th European Conference on
Information Systems, Vol. 1, pp. 273-287.
[77] Chatfield, Craig (2005) "Factors that Affect ERP System Success",Qualitative Case Studies on
Implementation of Enterprise Wide Systems,L. von Hellens,S. Nielsen, & J.
Beekhuyzen,Eds.Hershey, Pennsylvania: IGI, pp232-242.
[78] Olugbara, O.O., Kalema, B.M. & Kekwaletswe, R.M. (2014) "Identifying Critical Success Factors:
The Case of ERP Systems in Higher Education", The African Journal of Information Systems, Vol. 6,
No. 3, pp. 65-84.
18. 98 Computer Science & Information Technology (CS & IT)
[79] Somers, Toni M. & Nelson, Klara (2001) "The Impact of Critical Success Factors Across the Stages
of Enterprise Resource Planning Implementations",In Proceedings of the 34th Annual Hawaii
International Conference on System Sciences, Maui, Hawaii, pp. 1-10.
[80] Nah, F.F.H. & Delgado, Santiago (2006) "Critical Success Factors for Enterprise Resource Planning
Implementation and Upgrade", Journal of Computer Information Systems , Vol. 46, No. 5, pp. 99-
113.
[81] E-Government Program (2015) [Online]. Available:
http://www.yesser.gov.sa/en/ProgramDefinition/Pages/Overview.aspx
[82] Al-Hudhaif, Sulaiman A. (2012) "ERP Implementation at King Saud University". Global Journal of
Management and Business Research,Vol. 12, No. 5, pp. 71-77.
[83] Alghathbar, Khaled (2008) "Practical ERP Implementation in Government
Organization",International Conference on E-Learning, E-Business, Enterprise Information Systems,
and E-Government, Las Vegas, USA, pp. 343-349.
[84] Frye, Doug., Gulledge, T., Leary, M. & Sommer, R. (2007) "PublicSector Enterprise System
Implementation", Electronic Government, An International Journal, Vol. 4, No. 1, pp. 76-96.
[85] Rabaa’i, Ahmad A. (2009) "The Impact of Organisational Culture on ERP Systems Implementation:
Lessons from Jordan", In:Proceedings of the Pacific Asia Conference on Information Systems
(PACIS 2009), Hyderabad, India.
AUTHORS
1
Ashwaq Sulaiman AlQashami earned her bachelor degree with a specialization in Information Systems at
the College of Computer and Information Sciences at Al-Imam Muhammad Ibn Saud University in Riyadh,
Saudi Arabia, in 2009. She is currently pursuing a master’s degree from the same department with an
expected graduation date in 2016. She has Six years of experience in both public and private sectors in
systems analysis, quality assurance and training. Currently, she is working as a programmer at Princess
Nora University. Her current research interests include enterprise information systems, information
technology governance and project management.
2
Heba Mohammad is an Assistant Professor of Information Systems at the College of Computer and
Information Sciences of Al-Imam Muhammad Ibn Saud University. She received her Ph.D in e-business
from University of Salento, Italy. Her research focuses on enterprise systems, knowledge management,
communities of practice, e-business and e-learning. She also provides different consultation services to
various institutions.