Critical Success Factors Revisited: A Model for ERP Project Implementation

Abstract

Introduction Implementation of ERP systems is widely recognized (Parr, Shanks, and Darke, 1999; Ambrosio, 1997; Fine, 1995; Gartner Group, 1998; Horwitt, 1998; Stedman, 1998a, 1998b; Martin, 1998; Piszczalski, 1997; Tebbe, 1997) as both problematic, and likely to overrun time and budget allocations for the actual implementation project. Of course IT projects do have a history of having such problems but ERP implementations are more intractable than most. Martin (1998) reported that over 90% of ERP implementations were late and/or over budget; some have terminated in expensive legal actions (James, 1997; Shanks et al., 2000); and the popular literature (Infoweek, Computerworld, etc.) contains..