Please read and discuss your observations
Read the attached case study on ERP implementation and discuss your observations. Abstract
The implementation of ERP systems in the organtzations is a complex process and a challenging
fask Various factors may affect ERP system inplementation leading to its stuccess or faifure in
the organization. The on-going case study affempied to understand how and why different
factors impeded successful ERP implementation in a public organisation that outsounced the
development and implementation of ERP system fo a multi-national softuare company. The case
study analysis explains that lack of consideration of certain factors such as top management
support, user involvement, wendor support, overlooking of change management aspects tumover
of vendors team member, thanseripasting of top management of beneficiary arganization affected
ERP systems implementation in the organization and the project nun over cost, behind schedule
and was umable fo meet user requirements. The findings are expected to provide valuable
guidelines to the orgamizations planning to implement ERP systems. Keywords: ERP Systems,
ERP System Implementation Success, User Involvement, Change Management, Case Stady.
Introdisction Organizations aro adopting Enterprise Resource Planning (ERP) systems to mect
the existing challenges of information era and for competitive advantages. ERP systems facilitate
organizations to get the key business processes to be automated and integrated. ERP systems
facilitate timely flow of information among different parts of the organization frecly which
consequently helps the managenent in making strategic decisions. ERP systems are integrated
enterprise wide systems that automate core enterprise activities such as human resources,
manufacturing. finance and supply chain management ete. to geberate and access information in
real time environment (Rasmy et al, 2005; Nah and Lau, 200I). Various factors relevant to ERP
implementation success or failure have been highlighted in the past research, however, mostly
the research has been carried out in developed countrics. (Moohebat et al., 2010). At present
developing countries are also taking keen interest to adopt ERP systems in their organizations, so
the factors that affocted ERP implementation in developed countries may also need to be studied
in the context of developing countries. A public sector organization in a developing country like
Pakistan was selected for conducting researeh study to explore the potential impediments of
suecessfal ERP implementation. This organization outsourced the development and
implementation of the ERP system. 289 The organization's major goal was to get its office
routine tasks to be automated as per business requirements of the organization. The name of the
public organization under study is not disclosed to maintain anonymity. This paper is organized
into four sections. The first discusses the relevant literature on ERP implementation,.
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.
User participation in ERP Implementation: A Case-based StudyEditor IJCATR
Information Systems (IS), such as Enterprise Resource Planning (ERP) systems, are being developed and used in
organizations to achieve their business goals and to enhance organizational effectiveness. The effect of user participation on
successful systems development and implementation of ERP systems continues to be an area of interest to researchers. Common
understanding has been that extensive user participation is not only important, but absolutely essential to system success. Even with
this understanding of user participation as one of the critical factor in successful IS development and implementation, empirical studies
have been unable to conclusively link user participation to systems success. This paper uses a private university as a case study to
examine the role played by user participation in the implementation of an ERP system. In order to achieve its objective, this study
adopted a mixed method where both qualitative and quantitative approaches were used in the collection of data. The results of the
study reveal that user participation has a positive impact on the likelihood of ERP system success, user participation by choice is the
best, user participation leads to better understanding of system requirements, the more participation the more the satisfied the users are,
and participation builds support for the system during implementation. From our results we conclude that user participation in ERP
system implementation is critical for successful implementation.
Analysis of Enterprise Resource Planning Systems (ERPs) with Technical aspectszillesubhan
In the past few years, the information
technology has emerged as a key driving force for
growth of business organizations. The trend of
implementing the latest tools and technologies has
reached to maximum extent. The majority of business
organizations has adopted new and innovative tools
to manage their business tasks effectively. In this
scenario, an enterprise resource planning (ERP)
system is a huge information system that
organizations implement to manage their business
tasks. This is a huge information system which links
almost all the business departments and functional
areas. This report presents a detailed analysis of an
enterprise resource planning system. The
implementation of an enterprise resource planning
system requires taking into consideration various
critical factors, which are essential to be considered
in order to make this implementation fruitful. This
report presents a detailed discussion on the
advantages provided by ERPs to business
organizations. The basic purpose of this report is to
analyze critical success factors involved in the
implementation of ERPs. This report also presents
recommendations with every factor that an
organization can follow to make best use of these
systems.
Success Factors for Enterprise Systems in the Higher Education Sector: A Case...inventionjournals
Many large organisations have moved to Enterprise System solutions in recent years, including the higher education sector (HES). Whilst the benefits of Enterprise systems are well known, the sector has a social mission and characteristics that do not necessarily map to a commercially-focused corporate conceptualization, and assessing the suitability of any particular enterprise solution requires a qualified set of criteria to be applied. This paper looks at an “essential set” of critical success factors (CSFs) relevant to enterprise systems in the HES and applies them in a case study of a large Australian University. The CSFs found to be most relevant to successful ES deployment show differences from CSFs reported in other studies, mainly those in commercial sectors, suggesting a sector based approach be taken to evaluating ES success. We generalise our practical findings to theory, and propose further theory development and validation through confirmatory case studies and specific hypothesis testing.
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.
User participation in ERP Implementation: A Case-based StudyEditor IJCATR
Information Systems (IS), such as Enterprise Resource Planning (ERP) systems, are being developed and used in
organizations to achieve their business goals and to enhance organizational effectiveness. The effect of user participation on
successful systems development and implementation of ERP systems continues to be an area of interest to researchers. Common
understanding has been that extensive user participation is not only important, but absolutely essential to system success. Even with
this understanding of user participation as one of the critical factor in successful IS development and implementation, empirical studies
have been unable to conclusively link user participation to systems success. This paper uses a private university as a case study to
examine the role played by user participation in the implementation of an ERP system. In order to achieve its objective, this study
adopted a mixed method where both qualitative and quantitative approaches were used in the collection of data. The results of the
study reveal that user participation has a positive impact on the likelihood of ERP system success, user participation by choice is the
best, user participation leads to better understanding of system requirements, the more participation the more the satisfied the users are,
and participation builds support for the system during implementation. From our results we conclude that user participation in ERP
system implementation is critical for successful implementation.
Analysis of Enterprise Resource Planning Systems (ERPs) with Technical aspectszillesubhan
In the past few years, the information
technology has emerged as a key driving force for
growth of business organizations. The trend of
implementing the latest tools and technologies has
reached to maximum extent. The majority of business
organizations has adopted new and innovative tools
to manage their business tasks effectively. In this
scenario, an enterprise resource planning (ERP)
system is a huge information system that
organizations implement to manage their business
tasks. This is a huge information system which links
almost all the business departments and functional
areas. This report presents a detailed analysis of an
enterprise resource planning system. The
implementation of an enterprise resource planning
system requires taking into consideration various
critical factors, which are essential to be considered
in order to make this implementation fruitful. This
report presents a detailed discussion on the
advantages provided by ERPs to business
organizations. The basic purpose of this report is to
analyze critical success factors involved in the
implementation of ERPs. This report also presents
recommendations with every factor that an
organization can follow to make best use of these
systems.
Success Factors for Enterprise Systems in the Higher Education Sector: A Case...inventionjournals
Many large organisations have moved to Enterprise System solutions in recent years, including the higher education sector (HES). Whilst the benefits of Enterprise systems are well known, the sector has a social mission and characteristics that do not necessarily map to a commercially-focused corporate conceptualization, and assessing the suitability of any particular enterprise solution requires a qualified set of criteria to be applied. This paper looks at an “essential set” of critical success factors (CSFs) relevant to enterprise systems in the HES and applies them in a case study of a large Australian University. The CSFs found to be most relevant to successful ES deployment show differences from CSFs reported in other studies, mainly those in commercial sectors, suggesting a sector based approach be taken to evaluating ES success. We generalise our practical findings to theory, and propose further theory development and validation through confirmatory case studies and specific hypothesis testing.
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.
ERP Implementation Success Factors in Saudi ArabiaCSCJournals
A review of the literature on successful implementation of ERP reveals that there are many case studies undertaken by researches, but very few have empirically examined the success factors of ERP implementation. While most of those empirical studies were undertaken in Western countries, very few had examined the implementations in Middle Eastern countries and none in Saudi Arabia. Factors and challenges of ERP implementation in developing countries differ from those of Western countries. Hence a gap in the literature that examines Middle Eastern countries exists. This study is motivated to fill such gap by going beyond case study and boundaries of Western counties to empirically examine the determinants of successful ERP implementation in Saudi Arabia. The main purpose of this study is to examine the influence of some critical factors on successful implementation of ERP.
Please provide an example of findings after reviewing and analyzing fi.pdfinfo750646
Please provide an example of findings after reviewing and analyzing financial transactions for
contracts where your analysis, supported by the applicable accounting standards, was provided to
management or other stakeholders and resulted in process improvements, efficiencies, or
correction of an error..
Please help--- The schematic diagram below shows a progressive defor.pdfinfo750646
Please help...
The schematic diagram below shows a progressive deformation near a shear zone in the Grand
Canyon, Arizona. The seven dykes outcropping in this zone are numbered and are deformed
differently. Describe the style of deformation of each of these dykes (1-7). What type of
progressive deformation is responsible for the observed structures? What is the sense of
shearing? What is the general orientation of the strain ellipsoid?.
More Related Content
Similar to Please read and discuss your observations Read the attached case study.pdf
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.
ERP Implementation Success Factors in Saudi ArabiaCSCJournals
A review of the literature on successful implementation of ERP reveals that there are many case studies undertaken by researches, but very few have empirically examined the success factors of ERP implementation. While most of those empirical studies were undertaken in Western countries, very few had examined the implementations in Middle Eastern countries and none in Saudi Arabia. Factors and challenges of ERP implementation in developing countries differ from those of Western countries. Hence a gap in the literature that examines Middle Eastern countries exists. This study is motivated to fill such gap by going beyond case study and boundaries of Western counties to empirically examine the determinants of successful ERP implementation in Saudi Arabia. The main purpose of this study is to examine the influence of some critical factors on successful implementation of ERP.
Please provide an example of findings after reviewing and analyzing fi.pdfinfo750646
Please provide an example of findings after reviewing and analyzing financial transactions for
contracts where your analysis, supported by the applicable accounting standards, was provided to
management or other stakeholders and resulted in process improvements, efficiencies, or
correction of an error..
Please help--- The schematic diagram below shows a progressive defor.pdfinfo750646
Please help...
The schematic diagram below shows a progressive deformation near a shear zone in the Grand
Canyon, Arizona. The seven dykes outcropping in this zone are numbered and are deformed
differently. Describe the style of deformation of each of these dykes (1-7). What type of
progressive deformation is responsible for the observed structures? What is the sense of
shearing? What is the general orientation of the strain ellipsoid?.
Please show all of your work and explain in detail- I do not understan.pdfinfo750646
Please show all of your work and explain in detail. I do not understand how to solve .
Thank you so much <3
What's the value in decimal if it is a representation of a floating point number, where k=4
exponent bits, n=3 fraction bits,
and the bias is 7?.
Please note that multiple options may be correct- but there also may b.pdfinfo750646
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Figure 17.8 and chapter 17: Which statements are true of early colonists (the first species to
arrive and establish after a disturbance)? Early colonists always modify the environment in ways
that benefit later colonists. Early colonists always modify the environment in ways that hinders
later colonists. Early colonists are always outcompeted by later arrivals. early colonists are able
to arrive in open habitat and establish.
please need help on those- You can use Excel- Word- or handwritten 1-.pdfinfo750646
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1. Prepare journal entries for the fund financial statements;
2. prepare a Statement of Revenues, Expenditures, and Other Changes in Fund Balance and a
Balance Sheet for the fund;
42. The following information pertains to the City of Williamson for 2020 , its first year of legal
existence. For convenience, assume that all transactions are for the general fund, which has three
separate functions: general government, public safety, and health and sanitation. Receipts:
Property taxes Franchise taxes Charges for general government services Charges for public
safety services Charges for health and sanitation services Issued long-term note payable
Receivables at end of year: Property laxes ( 90% estimated to be collectible) Payments: Salary:
General government Public satety IIcalth and sanitation Rent: General government Public safety
Health and sanitation Maintenance: General government Public safety Haalth and sanitation
Insurance: General government Public safety ( $2 , 000 still prepaid at end of year) Health and
sanitation Interest on debt Principal payment on debt Storage shed Equipment Supplies (20\%
still held) (public safety) Investments Ordered but not received: Equipment Liabilities, all of
which are due in one month at end of year: Salaries: General government Public safely Health
and sanitation Compensated absences (such as vacations and sick days) legally owed to general
government workers at year-end total $13 , 000 . These amounts will not be taken by the
employees until so late in 2021 that the payment is not viewed as requiring 2020 current
financial resources. The city received a piece of art this year as a donation. It is valued at $14 ,
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the storage shed that was acquired this year. It is depreciated over a 10-year period using the
straightline method with no residual value. The city uses the equipment for health and sanitation
and depreciates it using the straight-line method over five years with no residual value. The
investments are valued at $103 , 000 at the end of the year. For the equipment that was ordered
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typed. In the final minute of the high school state champiosship match, with the score tied 1 to 1 ,
the comer kick sailed toward the far post. Lunging for a header and the win, the 17-year-old
midfielder was kicked solidly in the right side of her head by a defender. She crumpled to the
ground and lay motionless. The team physician rushed onto the field, where the midfielder lay on
her back with her eyes closed. She was breathing normally but failed to respond to the sound of
her name or a touch on her arm. An ambulance was immediately summoned. After a fow
moments, her eyes fluttered open, and she looked up at the doctor and her teammates with a
confused expeession on her face. Asked how she was feeling, she said "fine" and attempted to sit
up but winced in pain and put her hand to her head as the physician told her to remain lying
down. It was an encouraging sign that all four limbs and ber trunk muscles had moved normally
in ber attempt to sit up, suggesting she did pot have a serious injury to her spinal cord. The
physician then asked her a series of questions. Did she remember how she had been injured? She
responded with a blank look and a small shake of her head. Did she know what day this was and
where she was? After a long paused and a look at her surroendings, she replied that it was
Saturday and this was the championship soceer match. How much time was left in the game, and
what was the score? Another long pause, and then, "It's almost halftime, and it's zero to zero.
"Before he could ask the next questions, her eyes rolled back in their sockets and her body
stiffened for several seconds, after which she once again looked around with a confused
expression. These signs suggested that she had suffered an injury to ber brain and should
undergo a thorough neurological exam. The ambulance arrived, she was placed on a rigid
backboard with her head supported and restrained, and she was transported to the hospital for
further assessment and observation. By the time she reached the ER, she was less disorierted and
had no nausea but still complained that her head hurt. Her pulse rate and blood pressure were
normal. A series of neurological tests was then performed. When a light was shone in either eye,
both pupils constricted equally. She was also able to smoothly track a moving object with her
eyes. Her sense of balance was good, and she was able to feel a vibrating tuning fork, light
pinpricks, and warm and cold objects on the skin of all of her extremities. Muscle tone, strength,
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c. What living animal from this group shares these characteristics?
d. What traces do humans have of these anatomical characteristics?.
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UNIT 2 Objectives 1. Diagram the layers of the Pericardium and the Heart Wall including:
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Vessels entering and leaving the heart: Inferior Vena Cava Aorta Pulmonary Arteries Superior
Vena Cava Pulmonary Truck Pulmonary Veins 3. Diagram the blood flow through the Systemic,
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major Coronary Arteries and Veins. 5. Describe the anatomy of the Heart. Include: Right and
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inversion in the X chromosome and crossover occurred. c. there was an paracentric inversion in
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Question 14 (2 points) is a characteristic of embryonic stem cells Longer Histone Residency than
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Please help write the Caesar cipher- It must follow the these requirem.pdfinfo750646
Please help write the Caesar cipher. It must follow the these requirements:
Substitution cipher (implemented in cipher.h and cipher.cc) class has already been defined (but
not implemented) for you. The other cipher classes MUST
a) inherit from the substitution cipher, or
b) inherit from one of the four other cipher classes (e.g., Caesar inherits from Substitution,
ROT13 inherits from Caesar).
4. Each new cipher class MUST have a constructor, a default constructor (except the ROT13
cipher, as described below), and a destructor .
a) Each constructor should accept the input appropriate for the cipher:
i) substitution - cipher alphabet - must contain every letter in the alphabet, and only once, and
they must all be lower case. It should contain no other characters (e.g., no space, punctuation,
etc.). Cipher alphabet length should always be 26.
ii) Caesar - positive shift/rotation/offset integer. This value can be larger than 26, in which case it
has rotated completely one or more times.
b) Each default constructor should not accept any inputs.
i) ROT13: ROT13 should only have a default constructor, and it should function properly as a
ROT13 cipher with the default constructor.
ii) Other ciphers: default constructor should initialize the object so that encrypting any plain text
should return a cipher text that is identical to the plain text. For example, for Caesar, setting the
shift to 0 will achieve this. YOU CANNOT SIMPLY RETURN THE PLAIN TEXT - IT MUST
STILL ENCRYPT THE TEXT using the proper method.
b) the destructor should free all memory. Valgrind will be used to make sure there are no
memory leaks.
5. Each cipher must also provide encrypt and decrypt functions. They can either be implemented
explicitly, or implicitly using inheritance. This is a design decision, but the decision should be
made to minimize/modularize your code.
i) Encrypt: Assume that the input plain text will always be a) lower case letter, b) upper case
letter, or c) a space. Space should not be encrypted (i.e., if the plain text is "hello world", the
encrypted text should look something like "abcde fghij". Upper case letter should be encrypted to
an upper case letter (you don't have to, but you will find that meeting the decrypt requirement
below will be difficult otherwise).
ii) Decrypt: This should take in the encrypted text and return the origin plain text. It should
a) retain the case (i.e., if the input plain text has an upper case letter, the decrypted plain text
should have that letter as upper case.
b) retain the space - If the plain text had spaces, the decrypted text should still have those spaces
in the correct place.
6. Data members in all cipher classes should be hidden using the Cheshire smile.
7. Each cipher should also check to make sure that the provided cipher alphabet, rotation etc.
meets the requirements before initializing the object with it. For example, see the is_valid_alpha
function in cipher.cc for the substitution cipher. Below shows just A COUP.
please help with this problem thank you- M-L-K the maximally simplifie.pdfinfo750646
1. please help with this problem thank you.
2. M=L*K
3. the maximally simplified Boolean expression for M4 where M4 is high if the input b3 b2 b1 b0 is the 4-bit
unsigned binary representation for a multiple of four..
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Please read and discuss your observations Read the attached case study.pdf
1. Please read and discuss your observations
Read the attached case study on ERP implementation and discuss your observations. Abstract
The implementation of ERP systems in the organtzations is a complex process and a challenging
fask Various factors may affect ERP system inplementation leading to its stuccess or faifure in
the organization. The on-going case study affempied to understand how and why different
factors impeded successful ERP implementation in a public organisation that outsounced the
development and implementation of ERP system fo a multi-national softuare company. The case
study analysis explains that lack of consideration of certain factors such as top management
support, user involvement, wendor support, overlooking of change management aspects tumover
of vendors team member, thanseripasting of top management of beneficiary arganization affected
ERP systems implementation in the organization and the project nun over cost, behind schedule
and was umable fo meet user requirements. The findings are expected to provide valuable
guidelines to the orgamizations planning to implement ERP systems. Keywords: ERP Systems,
ERP System Implementation Success, User Involvement, Change Management, Case Stady.
Introdisction Organizations aro adopting Enterprise Resource Planning (ERP) systems to mect
the existing challenges of information era and for competitive advantages. ERP systems facilitate
organizations to get the key business processes to be automated and integrated. ERP systems
facilitate timely flow of information among different parts of the organization frecly which
consequently helps the managenent in making strategic decisions. ERP systems are integrated
enterprise wide systems that automate core enterprise activities such as human resources,
manufacturing. finance and supply chain management ete. to geberate and access information in
real time environment (Rasmy et al, 2005; Nah and Lau, 200I). Various factors relevant to ERP
implementation success or failure have been highlighted in the past research, however, mostly
the research has been carried out in developed countrics. (Moohebat et al., 2010). At present
developing countries are also taking keen interest to adopt ERP systems in their organizations, so
the factors that affocted ERP implementation in developed countries may also need to be studied
in the context of developing countries. A public sector organization in a developing country like
Pakistan was selected for conducting researeh study to explore the potential impediments of
suecessfal ERP implementation. This organization outsourced the development and
implementation of the ERP system. 289 The organization's major goal was to get its office
routine tasks to be automated as per business requirements of the organization. The name of the
public organization under study is not disclosed to maintain anonymity. This paper is organized
into four sections. The first discusses the relevant literature on ERP implementation, the second
provides a brief detail about the organization under study, the third one addresses the research
method adopted for this research. Finally, the last section encompasses the research findings and
analysis along with future directions for further research work. Literature Review Enterprise
resource planning (ERP) systems have become a strategic need in today's working environment
and organizations are in process to implement ERP systems. The organizations are purchasing
the ERP software packages for automation of their business processes (Davenport, 1998, Shanks
et al., 2000). The implementation of ERP systems usually require organizational work processes
to be changed to adopt best business practices which are encapsulated in ERP systems for
smooth running of the business processes of an organization. Consequently it improves the work
processes, decrease costs and improves performance of the organization. Enormous benefits may
be gained on successful implementation of ERP system that eventually lead to organizational and
its survival (Chan and Mills, 2011; Markus et al, 2000). ERP systems may contribute to improve
organizational business process flows, decision making and to manage customer services
2. efficiently (Woo, 2007, Shank et al. 2000). Although the implementation of ERP systems is
expensive but the organization those have successfully implemented ERP systems are gaining
the benefits expected (Pham and Teich, 2011: Markus et al,, 2000). The past research reflects
that success of ERP system is questionable. Implementation of ERP system is not an easy task as
it encompasses socio-technical aspects relating to people, organization and technology. Many
ERP systems failed due to poor planning and management, lack of business management support
(Gordon, 2006). The systems that could not be completed on time, within budget and were
unable to provide the benefits expected may lead to failure (Shank et al. 2000; Al-Mashari et al,
2006; Upadhyay et al, 2010). The failure rate of ERP system implantation is disappointing
(Moobebat et al., 2010; Loon, 2008). The implementation of ERP systems requires drastic
change to the existing work processes and such change need to be managed for its success.
Researcher claims that success of ERP systems is very much concerned with degree of mutual fit
between the ERP system and business processes (Olson, 2004; Nah et al, 2001). Various
challenges that organizations commonly faced during ERP implementation had been addressed
in past research (Spize, 2001; Thavapragasam, 2003). Leon (2008) mentioned 69% , 28% and
13% failure rate of the ERP systems due to people, process and technological problems
respectively. It shows that people problems are more critical as compared to the rest ones. No
doubt, ERP implementation requires massive investment and its higher failure rate invites
researcher's attention to better understand the problems to suggest potential solutions to achieve
successful ERP implementation in organizations (Somer and Nelson, 2003; Singh and Wesson,
2009; Shah et al, 2011). It is noted that organizations with inadequate IT infrastructure,
unfavorable govemmental policies, lack of IT/ERP experience and low IT maturity may be cause
problems during ERP implementation (Huang and Palvin, 2001). Several factors may affect ERP
adoption in organizations (Shah et al, 2011). These fictors include change management (Aleballa
and Al-Mudimigh, 2011; Leon, 2008), lack of top management support (Supramaniam and
Kuppusamy, 2011; Shah et al., 2011; Finney and Corbett, 2007; Bhatti, 2005; Wong ct al.,
2005), business requirement gap (Shah et al., 2011; Wong et al., 2005), user involvement
(Francoise et al,, 2009, Rasmy et al., 2005) and vendor support (Al-Mashari et al, 2006;
Thavapragasam, 2003) which consequently may cause ERP implementation failure. Such factors
are briefly explained in next coming paragraphs for their understanding ERP systems always
require changes in work flows which need erganizational alignment that may be accomplished
on the part of top management. Top manngement commitment and support is noted as a critical
factor having positive impact on the success of ERP implementation success (Rasmy et al, 2005;
Supramaniam and Kuppusamy, 2011, Shanks and Light, 1999; Shah et al., 2011). Finney and
Corbett (2007) mentioned that top management support has the 1 most commonly cited critical
success factors regarding ERP success in his research. It not only restricted to moral support but
ethics, finance and other resources allocation to achieve the project/organizational objectives at
the best in time. Different roles of top management towards ERP implementation may include
developing an understanding of the capabilities and limitations of ERP system, establishing
reasonable goals and exhibiting strong commitment to the successful introduction of ERP
system, and also communicating the ERP strategy to all employees in the organization (Svensson
and Aurum, 2006; Al-Mashari et al, 2006). The support of project sponsor and project champion
may be associated with ERP systems implementation. The strong leadership at top level
management has been empirically proved as an essential factor for the successful implementation
for ERP implementation (Sarker and Lee, 2000). Lack of top management support may lead to
ERP implementation failure (Bhatti, 2005). ERP implementation is not a technology but a poople
3. project (Leon, 2008). So, users' role in the ERP System implementation can not be ignored
(Zhang, et al., 2002). Zhang et al (2002) reported that user involvement at initial stage of ERP
system implementation is helpful for the user to understand the system and to provide a valuable
feedback. Hartwick and Barki (2001) defined user involvement as "A psychological state of the
individual, and as the importance and personal relevance of a system to a user". It has been noted
that user participation/involvement in defining the needs and implementation of ERP systems is
always important (Francoise et al, 2009; Ngai et al, 2008; Rasmy et al., 2005). The involvement
of the users during the phase of defining organizational information needs may decrease the
resistance of users towards ERP system implementation (Motwani et al, 2005) . The user
involvement may lead to better user requirements, achieving better quality system and system
usage (Motwani et al., 2005; Estevez et al., 2003). The success of ERP system depends on the
use of the system after its successful implementation. The participation/involvement may lead to
system usage (Subramanyam ctal, 2010) and user satisfaction (Al-Mashari et al, 2006; bokhari,
2001). User satisfaction is a critical factor for the successful ERP system implementation. ERP
system success is measured in terms of user satisfaction (Thavapragasam, 2003; Al-Mashari ct
al, 2006). Vendor support that best serves the implementation process is also an important aspect
(Rasmy et al, 2005). Vendors' support may be supportive in the implementation process ERP
systems. It ineludes software support, technical assistance, emergency maintenance, updates, and
special user training. During the vendor selection process, past ERP system implementation
experience of vendor should be considered (Roberts and Barrar, 1992). Sumner (1999) identified
that the risks of ERP project failures may be contained by acquiring external expertise through
vendors and consultants. Implementing an ERP system is a change and it is a human nature to
resist change (Leon, 2008). For successful ERP system implementation, Change management is
considered as a critical aspect (Alballaa and Al-Mudimigh, 2011; Wood, 2010; Finney &
Corbett, 2007). Lack of change management may appear as hindrance for successful ERP
implementation (Lindley et al., 2008; Estevez et al, 2001). For effective chayge management,
training of the users is essential (Nah et al, 2001). This factor is a primary concern of
organizations involved in ERP system implementation (Somers and Nelson, 2003).
Organizations which underestimate change management, fail in ERP system implementation. For
successful ERP system implementation, the organizations manage two types of changes. One,
the way organizations do business, will need to change and the other, people do their jobs, will
need to change (Kakumanu, 2005; Nah et al., 2001). Researchers noted resistance to change as a
major issue faced by the organizations during ERP implementation and usually may lead to
conflicts among stakeholders (Biehl, 2007). Carefully managing the changes to business
processes is required to overcome the resistance (Shanks et al., 2000). Brief history of public
organization The organization under study was a public organization in Pakistan. The culture of
the organization was bureaucratic. The organization has different subsidiaries. There was no
automation of the existing business process neither in the host organization and nor in its
subsidiaries organization. The common business processes within the organization deals in
Inventory Management, Finance & Budgeting, Human Resource and project management ctc.
The manual system was major cause for delay regarding aceess to information needed by
officers/officials to work effectively. The manual system was unable to provide the required
functionality for smooth running of businesses processes in an efficient way and to provide
services to other stakeholders concerned. So the organization decided to adopt an ERP solution
that might enable it to integrate its work processes, resource and information requirements to
implement its operating procedures efficiently. This ERP solution was needed to encompass
4. different modules such as Inventory Management, Finance & Budgeting, Human Resource
Management and Project Management. Methodology A. case study approach was adopted to
explore the impediments of ERP systems implemented in a public organization. It is commonly
used in the Information Systems field as one of the methods available to conduct research
(Orlikowski and Baroudi, 1991, Benbasat et al., 1987). Case study may help to investigate a
contemporary phenomenon within its real-life context (Yin, 2003). Some argue that case study
seems to be a better strategy for conducting an enquiry in contextual setting of organizations in
less developed countries (Montealegre, 1999). Despite various studies have been conducted to
explain different factors affecting ERP implementation, however, there is a lack of research
conducted in public organization in Pakistan. Case study as a research strategy seems to be more
suitable to investigate the phenomena under research to explore the issues where little theory is
available (Yin, 2003; Benbasat et al., 1987). Semi-structured interviews of the top management,
end users, and project team were conducted during the study. In addition, shareable
documentation related to ERP implementation process was also used as a source of information.
Our research attempted to explore the factors that impeded the development & implementation
of ERP system as planned. As discussed in the previous research (Leon, 2008), there might be
various factors effecting ERP implementation (Shah et al., 2011). During the research study the
impeding factors such as top Management support, User Involvement, Change Management, and
Vendor Support were found important that affected ERP system implementation. ERP
implementation in Public Organization: A Case Study The organization under study felt the need
to get their business processes automated for its operational efficiency and effectiveness. All the
business processes within the organization were running manually. The flow of information was
very slow and to collect in-time information seemed to be problematic. Such situation was the
major cause for delay in decision making and furthers its implementation. Consequently, it may
affect organizational and effectiveness. In order to overcome such situation the top management
decided to get work processes automated. In 2003 , as per the decision of the management, the
development and implementation of an ERP system was preferred to be outsoureed instead of
buying of-the-shelf ERP solution. The contract was awarded to a multi-national software vendor,
as he full-filled the vendor selection criteria mentioned in Request For Proposal (RFP) regarding
the ERP solution. The vendor selected has quoted lowest bid among his competitors'. Although
the ERP solution was needed to be implemented in the parent organization, however, the
execution of the project was assigned to one of the subsidiary of the public organization. The
facts collected showed that the vendors hardly encouraged the users' participation at the outset of
the project particularly during requirement elicitation. The interviewees (end users) told that the
requirement elicitation process was not rigorous. The vendor usually contacted with the
executing agency only for the requirement elicitation rather than end users. Such situation caused
a gap regarding what the users want and what cventually was delivered. The information
collected through unclassified documentation and further interviews from top management of the
beneficiary organization, the project director and its team of the executing agency and
development team of the vendors reflected that very few meetings were organized among
stakeholders at the outset of project. There was a lack of communication among the stakeholders.
Moreover, the users also told that vendors hardly studied the manual work processes to be
transformed into work processes for effective automation There should be participation on the
part of users during ERP implementation. When users were interviewed, they said that they were
not involved during the documentation of requirement specification, whereas they were the main
domain experts of the manual system running in the organization and knew well business
5. processes. The team of the Executing Agency said that when ERP system was launched in the
organization first time, the attitude of the users' toward the ERP system was not supportive.
Despite the Executing agencies circulated users' training sessions' schedules in the organization,
the user participation in the training sessions were minimal. They did not own the ERP system.
The users told in an informal discussion that the automated business processes were complex,
time consuming and not user friendly, So, most of them were against the transition of manual
system to automated systems. Users also said that the top management did not encouraged users
for their participation; however, the management blamed users for their lack of interest in the
ERP system. The users felt fears regarding loss of job, change in jobs profile and alternatives in
current job responsibilities, so they hardly eooperated with other stakeholders. The matter
appeared as user resistance and consequently negatively affected ERP implementation process.
As per the end users view, the top management of the organization under study usually made
verbal commitments to provide maximum support during ERP implementation; however a
reasonable strategy through continuous monitoring the implementation process and offering
incentives/rewards to dedicated employees was hardly adopted. The relevant un-classified
documents revealed that the posting/transfer of top management was also frequent. The users
were of the opinion that lack of interest on the part of top management was due to the reason of
frequent their posting/transfer. Such situation did not provide sufficient time to the key post
holders to understand the matters in-depth for making decisions on their part. It is observed that
some of the officers working on key posts were at the verge of their retirement so they hardly
appreciated IT-enabled environment. The relevant un-classified documentation reflected that
meetings of executing agencies ERP vendor and top management of the beneficiary organization
were not held frequently at the outset of the project. The executing agencies also painted one-
side picture during the meetings held so far. So the critical issues never surfaced causing top
management not to had updated information. The end users told that top management support
needed for success of ERP system implementation was lacking vendors hardly took
responsibility as professionals causing project behind schedule. In- adequate top management
support seems to be one of the impediments regarding ERP successful implementation. The
adoptions of ERP systems always demand both technical and social changes on the part of the
organization. The end users needs to be informed about the benefits that may be gained and the
challenges that organization may face during ERP implementation in order to get all those
mentally prepared for the change expected. Change management is a critical aspect, and the
organizations did not under estimate it during the implementation of ERP system. During the
study, lack of user motivation regarding ERP system adoption was observed. We conducted
informal interviews with the users and were asked that whether you have been informed about
ERP benefits likely to be adopted or motivated/ encouraged in this regard. According to them no
awareness seminars/worishops were held in the organization, morcover our participation was
minimal at the outset of the project. They further added that they were un-aware even about the
objective of the project and its benefits. It reflects that no ground work has been done so far to
introduce cultural change to be expected on implementation of ERP system. The top
management did not make requisite efforts to change the behaviour of the users of system. So as
a result users showed their resistance to accept the system. The master trainers of the executing
agency commented that the users showed least interest during the users training sessions held in
the beneficiary organization premises. The users were not enthusiastic. So there was a lack of
cooperation on their part. They hardly realized the benefits of the ERP system. Moreover it was
also observed that no champions were created among the users for their participation, however it
6. may assist in reducing the resistance on the part of the end users. It seems that the aspects of
change management were hardly realized. Although the selection of the vendor was in
accordance with the public organizations rules and regulations as mentioned in the relevant un-
classified documentation, however, the interviewees of executing agency told that selected
vendor has not vast experience of development and implementation of ERP systems. It looks that
the vendor had took this project as a challenge. The vendor started development work with
minimal understanding of the business process of the organization. The vendor did not have
direct interaction with the end user and whenever issues occurred in the ERP system, it was
forwarded to the vendor through executing agency. This required an extra time and efforts to
resolve the issues. In most of the time there was a disagreement between vendor and the user.
This created a negative impact on the motivation of the users" of the system towards its usage.
The resistance of the users' was also amplified. It was also observed through relevant un-
classified documentation that the vendor has no Yppropriate Standard Operating Procedures to
support the users' of the system. Moreover, the turnover rate of the technical staff of the vendor
organization was also high, so it adversely affected the system development and implementation.
The Quality Assurance (QA) section in the vendor organization was not efficient as told by the
executing agency team. Under such circumstances it may speculated that the vendor was unable
to provide the support that at least should be required during ERP system implementation.
Conclusion This study helped to understand different impediments relating to implementation of
ERP solution in a public organization in developing countries like Pakistan. The vendor started
development work with minimal understanding of the business process of the organization. The
involvement of user during requirement elicitation was almost very low. It leads to an extensive
gap between "what ERP system delivered and what users want" the deployment of its first full
release in December, 2007, the users compliant that the developed ERP system was not inline
with their current business process, and the system was not used by the users leading to its
disappoint. The research findings reflect that top management hardly realized the importance of
user involvement and did not encourage their participation at the outset of the project. Due to
lack of management support the users were not enthusiastic to be part of the implementation
process. Lack of Top management appeared as a barrier to successful ERP implementation. Lack
of user involvement during implementation of ERP system led to resistance in adoption of such
change. Consequently, the user pretended that system is not user friendly, so they did not use the
system. The finding are in compliance with the previous research that stresses top management
support, user involvement as most important factors in achieving ERP system success. The
organization focused on technological change aspects rather than considering social ones. Both
factors have their own importance. The social change plays a vital role for the successful ERP
system implementation and seems to be ignored on the part of top management. The change
expected due to ERP system implementation was not taken scriously by the top management
leading to lack of user acceptance of ERP system. As change management was hardly addressed
so it caused disappointing situation regarding ERP implementation success. The vendor
knowledge and experience about the business processes of the organization to be automated is an
important aspect. The vendor was unable to understand the complex business processes of public
organization as it was their first experience to develop and implement such a large and complex
ERP system. Lack of experience of vendor was consequently affected ERP implementation
leading to project cost overrun and behind schedule. It is also important to mention that the
vendor did not get users fully involved during requirements elicitation and design phase. It was a
major cause of poor performance of the system and appeared as an impediment for the system to
7. be beneficial for the organization. This study focused on exploring the impediments towards
successful implementation faced by public organization where the development and
implementation of ERP system was outsourced to a vendor. Although the past research
addressed the same factors and how they affected ERP system implementation but they were off-
theshelf ERP solutions offered by SAP, BAN, PeopleSoft etc.). The ERP system under study was
outsourced, so get developed and implemented by a multi-national vendor. The findings showed
lack of user involvement, lack of top management support, lack of vendors experience and
support, and lack of change management as impediments of ERP successful implementation. The
factors explored in developing country have not been found different but same as developed
countries. Moreover, turnover of ERP developers team members and transfer/posting or
retirement from service of top management of beneficiary organization were also found as
impediments towards successful implementation of ERP system. The factors mentioned caused
the project to be cost over tun, behind schedule and not according to user requirements. The
findings may be a valuable contribution to the txisting body of knowledge and handy for the
organization attempting to implement ERP systems. For the findings to be generalized there is a
need to replicate the case study in both public and private sectors in