A model of ERP project implementation

Problems with the implementation of ERP systems are well documented. Althou gh companies spend millions on ERP packages and the implementation process, there is extensive evidence that they experience considerable problems, pa rticularly during the actual implementation project. This paper presents a project phase model (PPM) of ERP implementation projects that is a synthesi s of existing ERP implementation process models and focuses on the implemen tation project. Two case studies of ERP implementation within the same orga nization, one unsuccessful and a later successful one, are reported and ana lysed in order to determine which critical success factors (CSFs) are neces sary within each phase of the PPM. The CSFs are drawn from an earlier stage of this research and from recent literature. The PPM is used as a 'lens' f or understanding ERP implementation projects, by highlighting the differenc es between the two cases. We then offer an explanation for these difference s, focusing particularly on the successful case. Firstly, the organizationa l learning that occurred during the unsuccessful project and the associated early appointment of an experienced 'champion' with clearly defined respon sibilities were critical to the successful project. Secondly, organizations implementing ERP systems should partition large projects into several smal ler, simpler projects identified here as 'vanilla' implementations. The PPM , together with associated CSFs, provides guidance for practitioners when p lanning ERP implementation projects and also provides researchers with a fo undation for further empirical research.