Mapping situations within a system development project
Information and Management
Unifying the fragmented models of information systems implementation
Critical issues in information systems research
Implementing SAP R/3 (2nd ed.): how to introduce a large system into a large organization
Implementing SAP R/3 (2nd ed.): how to introduce a large system into a large organization
Enterprise-wide software solutions: integration strategies and practices
Enterprise-wide software solutions: integration strategies and practices
Mission Critical: Realizing the Promise of Enterprise Systems
Mission Critical: Realizing the Promise of Enterprise Systems
Enterprise Resources Planning and Beyond Integrating Your Entire Organization
Enterprise Resources Planning and Beyond Integrating Your Entire Organization
Trouble with Computers: Usefulness, Usability, and Productivity
Trouble with Computers: Usefulness, Usability, and Productivity
Successful Sap R/3 Implementation: Practical Management of ERP Projects
Successful Sap R/3 Implementation: Practical Management of ERP Projects
Beyond the It Productivity Paradox
Beyond the It Productivity Paradox
Administering SAP R/3: HR - Human Resources Module
Administering SAP R/3: HR - Human Resources Module
Applying case based reasoning approach in analyzing organizational change management data
ICDM'04 Proceedings of the 4th international conference on Advances in Data Mining: applications in Image Mining, Medicine and Biotechnology, Management and Environmental Control, and Telecommunications
Enterprise system implementation in integrated context
Proceedings of the 2006 conference on Leading the Web in Concurrent Engineering: Next Generation Concurrent Engineering
Information Resources Management Journal
Supply-chain transparency within industrialized construction projects
Computers in Industry
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Many organisations have implemented or are implementing large enterprise systems, like ERP and PDM, for integrating their business functions and streamlining the flow of information. Implementing such systems is very complex, however. In many companies the results envisioned have not or have only partly been achieved. In the literature many explanations can be found for insufficient or failing implementation efforts. A large part of the problems encountered appears to be human and organisational in nature, while it has been stressed that implementing an enterprise system requires and involves organisational change. Success and failure factors and do's and don'ts, as can be found in the literature, provide necessary, but not sufficient, preconditions for starting an implementation project. The complexity of such a project makes full anticipation and control of potential problems impossible. An organisation needs to be prepared to encounter disturbances and take corresponding actions. Knowledge on the dynamics of enterprise system implementation processes is, however, scarce and scattered. Moreover, to what extent the context in which an enterprise system is implemented influences implementation is not yet fully known. In this article, an approach is presented to gather knowledge on implementation process dynamics. The approach builds on theoretical and practical contributions in search for a structured human and organisational approach. The knowledge gathered has been analysed by means of a comprehensive reference framework. After this step a tool has been developed to support a consultant in assessing the maturity of a company to start an enterprise system implementation project. The knowledge, used directly in the tool, makes it possible to suggest improvement actions sensitive to the situation and context. Through statistical analysis, interesting context differences have been identified, which may also help in further refining the advice. Initial validation results are promising.