Title for Critique: – Causes and remedies for the dominant risk factors in Enterprise System implementation projects: The consultants’ perspective.
This critique is about dominant risk factors, affecting Enterprise System Implementation projects and proposed remedies from the implementation consultant’s point of view. Research study was based upon the e-mail interviews, semi-structured, personal interviews with consultants and also the observants. Overall discussion is grouped in the below categories : “stable project scope, smooth communication supported by the project management, dedicated, competent and decision-making client team, competent and engaged consultant project manager, schedule and budget consistent with the project scope, use of methodology and procedures, enforced and enabled by the project managers, competent and dedicated consultants” (Lech 2016).
According to (Al-Jabri and Roztocki 2015) Enterprise Resource Planning (ERP) systems has drawn much attention in the information systems (IS) research. However there are still ES Projects meeting some issues with the operational implementations. Research tells that overall success depends upon the critical success factors. In this paper, the author has categorized them as “software analysis, testing and troubleshooting” and “data analysis and conversion”. Evaluation of these factors can help to manage the overall growth of the Project Management I Enterprise Systems. The study investigated that the various risk factors in the project can be resolved by “the adopting organisation (implementer, client), the system vendor, and the consulting enterprise (consultant)” (Haines and Goodhue 2003).
The Most Influential Risk factors with the remedies were ranked in the following order –
1. Unclear/changing goals/scope/requirements 2. Communication problems 3. Lack of client team dedication to/involvement in the project 4. Poor project management 5. Lack of change management procedures6. Poor planning/estimation/scheduling 7. Improper/insufficient client team expertise 8. Consultants overscheduled 9. Lack of/insufficient resources/consultants 10. Lack of decision-making capabilities in the client team. It is important to determine the scope of the project, if any case occurs where the client organization or the Budget changes, it will become obligatory to adjust the scope and budget of the project (Lech 2013).As per the Consultants, Client Participation is one of the important factor, clients should actively participate in the project activities like Designing Process, Execution process and also the testing process. Clients should responsibly and actively participate in the assimilation meetings and also should administer the project procedures and methodology. The Project Manager plays vital role handling the overall project, right from managing the staff, handling the communication between the team members, defining the scope, completing the work within the time limits, testing the executed work, relationship with the stakeholders.
The limitation of this paper is that, the study of ES risks has been analysed by the Consultants point of view. The overall study must contain Consultant as well as the Client approach, as both the parties’ plays equal role in the implementation of the project.
The Author follows the qualitative approach. Basically, qualitative research is the combination of methods and multiple data resources. The process of qualitative research is largely causative, so it is possible to generate the meaning of the data from the research work (Creswell 2009, p. 18).
Indeed, it is crucial to fully understand the risks and the remedies of the Enterprise systems. The consultant’s approach will not only help the client understand the issues, but will also help them overcome the risks effectively. The piece, when taken as a whole, is convincing in theory but never lays out the tactile way of approaching this complex issues.
Lech, P. (2016). Causes and remedies for the dominant risk factors in Enterprise System implementation projects: the consultants’ perspective. SpringerPlus, 5(1), 238.
Al-Jabri I, Roztocki N (2015) Adoption of ERP systems: does information transparency matter? Telemat Inform 32(2):300–310.
Haines MN, Goodhue DL (2003) Implementation partner involvement and knowledge transfer in the context of ERP implementations. Int J Hum Comput Interact 16(1):23–38.
Lech, P. (2013). Time, budget, and functionality?—IT project success criteria revised. Information Systems Management, 30(3), 263-275.
Creswell J (2009) Research design, qualitative, quantitative and mixed methods approaches. Sage Publications, Thousand Oaks.