TY - JOUR
T1 - Risk management in enterprise resource planning implementation
T2 - A new risk assessment framework
AU - Dey, Prasanta Kumar
AU - Clegg, Ben
AU - Cheffi, Walid
N1 - Funding Information:
in Operations and Information Management at Aston Business School, UK. He has a bachelor’s degree in Mechanical Engineering from Jadavpur University, India, a Master’s degree in Industrial Engineering and Management from Asian Institute of Technology, Thailand, and a Doctoral degree in Production Engineering from Jadavpur University. He specialises in supply chain and project management. He has extensively published papers in international refereed journals. He is the founder and co-editor of the International Journal of Energy Sector Management. He has published more than 80 papers in the leading international refereed journals. He has accomplished several research projects funded by Ford Foundation, Research Council UK, British Council and West Midlands Manufacturing Advisory Services.
PY - 2013/1/1
Y1 - 2013/1/1
N2 - Enterprise resource planning (ERP) projects are risky. But if they are implemented appropriately, they can provide competitive advantage to organisations. Therefore, ERP implementation has become one of the most critical aspects of today's information management research. The main purpose of this article is to describe a new ERP risk assessment framework (RAF) that can be used to increase the success of ERP implementation. In this article, through a case study based in a leading UK-based energy service provider, we demonstrate the new RAF, which has been shown to help identify and mitigate risks in ERP implementation. In contrast to other research, this RAF identifies risks hierarchically in external engagement, programme management, work stream and work package levels across technical, schedule, operational, business and organisational categories. This not only helped to develop responses to mitigate risks but also facilitates on-going risk control.
AB - Enterprise resource planning (ERP) projects are risky. But if they are implemented appropriately, they can provide competitive advantage to organisations. Therefore, ERP implementation has become one of the most critical aspects of today's information management research. The main purpose of this article is to describe a new ERP risk assessment framework (RAF) that can be used to increase the success of ERP implementation. In this article, through a case study based in a leading UK-based energy service provider, we demonstrate the new RAF, which has been shown to help identify and mitigate risks in ERP implementation. In contrast to other research, this RAF identifies risks hierarchically in external engagement, programme management, work stream and work package levels across technical, schedule, operational, business and organisational categories. This not only helped to develop responses to mitigate risks but also facilitates on-going risk control.
KW - ERP projects
KW - implementation
KW - organisational transformation
KW - risk management
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U2 - 10.1080/09537287.2011.597038
DO - 10.1080/09537287.2011.597038
M3 - Article
AN - SCOPUS:84871319544
SN - 0953-7287
VL - 24
SP - 1
EP - 14
JO - Production Planning and Control
JF - Production Planning and Control
IS - 1
ER -