Analysis of Critical Success FactorsAnalysis of Critical Success FactorsAnalysis of Critical Success Factors Analysis of Critical Success Factors Relevance along SAP Implementation Relevance along SAP Implementation

PhPhPhasesPhases

José M. Esteves, Joan A. PastorJosé M. Esteves, Joan A. PastorUniversitat Politècnica de CatalunyaUniversitat Politècnica de CatalunyaDept of Lenguajes and Sistemas Informaticos (LSI)Dept of Lenguajes and Sistemas Informaticos (LSI)Dept. of Lenguajes and Sistemas Informaticos (LSI)Dept. of Lenguajes and Sistemas Informaticos (LSI)

11AMCIS 2001AMCIS 2001

Index

Unified CSFs Model

ASAP Methodologygy

PQM Approach

C l iConclusions

22

CSFs Unified ModelCSFs Unified ModelCSFs Unified ModelCSFs Unified Model

Strategic Tacticalna

lStrategic Tactical

niza

tion

Org

angi

cal

chno

log

33Tec

CSFs Unified ModelCSFs Unified ModelCSFs Unified ModelCSFs Unified Model

Strategic Tactical

•Sustained management support

•Effective organizational change•Dedicated staff and consultants

•Strong communication inwards

onal

management

•Good project scope management

g

and outwards

•Formalize project plan/schedule

gani

zatio •Adequate project team composition

•Meaningful business process reengineering

•Adequate project champion role

•Adequate training program

•Preventive trouble shooting

U f i t lt t

Org •Adequate project champion role

•User involvement and participation

•Trust between partners

•Usage of appropriate consultants

•Empower decision makers

44

CSFs Unified ModelCSFs Unified ModelCSFs Unified ModelCSFs Unified Model

Strategic Tactical

•Adequate software configuration

•Legacy systems management

•Avoid customization

•Adequate ERP implementation strategygic

Legacy systems managementq p gy

•Adequate ERP version

echn

olog

Te

55

ERPs StudiedERPs StudiedERPs StudiedERPs Studied

SS l fl f O lO l O hO hSAPSAP PeoplesoftPeoplesoft OracleOracle BaanBaan OtherOther

Bancroft et al. (1998)

B d V (1999)Brown and Vessey (1999)

Clemons (1998)

De Bruin (1997)De Bruin (1997)

Dolmetsch et al. (1998)

Holland et al. (1999)( )

Gibson and Mann (1997)

Kale (2000)

Parr et al. (1999)

Stefanou (1999)

66Sumner (1999)

ASAP RoadmapASAP RoadmapASAP RoadmapASAP Roadmap

77

ASAP RoadmapASAP RoadmapASAP RoadmapASAP Roadmap

WorkpackagesWorkpackagesp gp g

ActivitiesActivities

TasksTasksTasksTasks

88

Project Preparation Phase StructureProject Preparation Phase StructureProject Preparation Phase StructureProject Preparation Phase Structure

Workpages Activities

Create and issue proj. CharterR i d fi i l St t

Initial project planning

Review and refine impl. StrategyEstablish Proj. Team Working EnvironmentDetermine Proj. OrganizationPrepare proj PlanPrepare proj. PlanCreate Proj. Team Training PlanOrganizational change management training plan

and Team buildingand Team building

Project ProceduresDefine proj. Management standards and proceduresDefine implementation standards and proceduresDefine system landscape strategy

Project Kickoff Project kick-off

Technical Req irements planning T h i l R i t Pl i99

Technical Requirements planning Technical Requirements Planning

Quality check project preparation phase Quality check project preparation phase

Research Method ApproachResearch Method ApproachResearch Method ApproachResearch Method Approach

U ifi d M d l f CSFUnified Model of CSFs in ERP Implementations

Process Quality ManagementMethod (PQM)

Matrix of CSFs

ASAP Methodology

+Grounded Theory Method

Matrix of CSFs versus

ASAP Processesgy

Processes

1010

PQM ApproachPQM Approach

Define mission States the team’s fundamental reason

PQM ApproachPQM Approach

Define mission States the team s fundamental reasonfor existence

Identify CriticalSuccess Factors

(CSFs)

Necessary and sufficient key needsto accomplish the mission

( )

Establish Most Business activities most in need ofCritical Processes

(MCPs)management attention and resources

Review management i li ti

Agree/define the projects to improveth MCP

1111implications the MCPs

Matrix ASAP Processes versus CSFsMatrix ASAP Processes versus CSFs

men

t Sup

port

iona

l Cha

nge

Man

agem

ent

am

ss P

roce

ss

and

le ners

d Co

nsul

tant

s

tion

Inw

ards

n/Sc

hedu

le

Prog

ram

Shoo

ting

ate Mak

ers

lem

enta

tion

on sion

e Co

nfig

urat

ion

anag

emen

t

Matrix ASAP Processes versus CSFsMatrix ASAP Processes versus CSFs

Sust

aine

d M

anag

em

Effe

ctiv

e O

rgan

izati

Good

Pro

j. Sc

ope

M

Ade

quat

e Pr

oj. T

eaCo

mpo

sitio

nM

eani

ngfu

l Bus

ine

Reen

gine

erin

gU

ser I

nvol

vem

ent a

Parti

cipa

tion

Proj

. Cha

mpi

on R

ol

Trus

t Bet

wee

n Pa

rtn

Ded

icat

ed S

taff

and

Stro

ng C

omm

unic

atnd

Out

war

dsFo

rmal

ize P

roj.

Plan

Ade

quat

e Tr

aini

ng

Prev

entiv

e Tr

oubl

e

Usa

ge o

f App

ropr

iaCo

nsul

tant

sEm

pow

er D

ecis

ion

Ade

quat

e ER

P Im

plSt

rate

gyA

void

Cus

tom

izatio

Ade

quat

e ER

P Ve

rs

Ade

quat

e So

ftwar

e

Lega

cy S

yste

ms

M

Coun

t

S E G A C M R U P P T D S an F A P U C E A S A A A L C

Initial project planning 15Project procedures 15Prepare kickoff meeting 1 1Conduct kickoff meeting 1 1 2Company-wide project announcement 1 1Kickoff meeting 3prepare for standards meeting 1 1 2conduct standards meeting 1 1 1 3Project team standards meeting 4Project kickoff 4Complete technical requirements questionnaire 1 1p q qDefine technical infrastructure needs 1 1Identify technical requirements 1Size initial hardware 1 1 2Review system sizing results 1 1Approve sizing results 1 1 2Order initial hardware 1 1 2Order initial hardware 1 1 2Order remote network connection 1 1Procure hardware 4Technical requirements planning 4Conduct quality check and obtain approval 1 1Sign off project preparation phase 1 1 2

1212

Perform quality check and obtain approval 2Quality check project preparation phase 2Project preparation Phase 18total 26 17 7.5 7.5 1.9 3.8 53 9.4 7.5 13 23 9.4 3.8 1.9 0 11 1.9 5.7 13 0

CSFs Relevance along ASAP PhasesCSFs Relevance along ASAP Phases

Phase1 Phase2 Phase3 Phase4 Phase5

CSFs Relevance along ASAP PhasesCSFs Relevance along ASAP Phases

Phase1 Phase2 Phase3 Phase4 Phase5Organizational Strategic Sustained Management Support 8 5 5 6 8

Effective Organizational Change 6 9 6 5 6Good Proj. Scope Management 5 4 4 5 5Adequate Proj Team Composition 5 4 4 4 4Adequate Proj. Team Composition 5 4 4 4 4Meaningful Business Process Reengineering 4 7 4 4 5

Perspective User Involvement and Participation 5 8 10 7 5Proj. Champion Role 10 10 9 10 10Trust Between Partners 5 4 4 5 5Trust Between Partners 5 4 4 5 5

Tactical Dedicated Staff and Consultants 5 5 4 5 6Strong Communication Inwards and Outwards 7 7 5 6 8Formalized Proj. Plan/Schedule 9 7 7 7 5Adequate Training Program 5 5 5 7 4dequa e a g og a 5 5 5 7Preventive Trouble Shooting 4 4 7 9 7Usage of Appropriate Consultants 5 4 4 4 4Empowered Decision Makers 3 5 5 5 4

Technological Strategic Adequate ERP Implementation Strategy 5 4 4 4 4g g q p gyAvoid Customization 4 4 4 4 4

Perspective Tactical Adequate ERP Version 4 4 4 4 4Adequate Software Configuration 5 6 10 6 6Adequate Legacy Systems Knowledge 3 4 4 4 4

1313

Most Relevant CSF by PhaseMost Relevant CSF by PhaseMost Relevant CSF by PhaseMost Relevant CSF by Phase

Adequate proj. champion role

Formalized plan/schedule

10

9P j tP j t Formalized plan/schedule

Sustained Mng. support

Strong communication

9

8

7

ProjectProjectPreparationPreparation

Strong communication 7

Adequate proj champion role 10Adequate proj. champion role

Effective organizational change

User involvement and participation

10

9

8BusinessBusiness User involvement and participation

Strong communication

F li d l / h d l

8

7

7

BlueprintBlueprint

1414Formalized plan/schedule 7

Most Relevant CSF by PhaseMost Relevant CSF by PhaseMost Relevant CSF by PhaseMost Relevant CSF by Phase

User involvement and participation

Adequate software configuration

10

10RealizationRealization Adequate software configuration

Adequate proj champion role

Formalized plan/schedule

10

9

7

RealizationRealization

Formalized plan/schedule 7

Ad t j h i l 10Adequate proj champion role

Preventive trouble shooting

10

9Final Final

User involvement and participation

Formalized plan/schedule

7

7PreparationPreparation

1515Adequate training program 7

Most Relevant CSF by PhaseMost Relevant CSF by PhaseMost Relevant CSF by PhaseMost Relevant CSF by Phase

Adequate proj. champion role

Strong communication

10

8Go Live &Go Live & g

Sustained Mng. Support

Preventive trouble shooting

8

7

Go Live & Go Live & SupportSupport

Preventive trouble shooting 7

1616

ConclusionsConclusionsConclusionsConclusions

We studied all CSFs along ASAP phases.

Comparison with two similar studies, however, ours is the

only that relates CSFs with the phases and processes of an

ERP methodology.

Validation with case studies.

How ASAP processes support CSFs accomplishment?

Extend to other ERP studies.

1717

Questions ?Q

1818

CSF1

Phase 1

CSF1

CSF2 Phase 2

CSF3

Phase 3

Phase 4

CSFnPhase 5

1919

Management Support

ImplementationMethodology

ProjectChampion ERP

SuccessParticipation

Communication

ProjectTeam

2020

Criticality

8High W1.1

W1 2 W1 4

W2.2

W2 1 W2 5

W5.1

W5 2

Normal

W1.2, W1.4

W1.3

W2.1, W2.5

W2.6

W2 3 W3 2 W3 3 W3 15

W4.1

W4 2

W5.2

4

Normal

W1.5

W2.3

W2.7

W3.2, W3.3, W3.15

W3.1, W3.4, W3.6, W3.11, W3.12, W3.16

W3.8, W3.9, W3.13, W3.14, W3.17

W4.2

W4.4

W4.5, W4.6

Low

W2.4 W3.5

W3.7

W4.3

0 ProjectPreparation

BusinessBlueprint

Realization FinalPreparation

Go Live &Support

2121