Software engineering risk analysis and management
Software engineering risk analysis and management
Supporting the information technology champion
MIS Quarterly - Special issue on the strategic use of information systems
Critical issues in abandoned information systems development projects
Communications of the ACM
Putting the enterprise into the enterprise system
Harvard Business Review
A framework for identifying software project risks
Communications of the ACM
Know your enemy: software risk management
Software Development
Software Risk Management: Principles and Practices
IEEE Software
Managing Uncertainty in ERP Project Estimation Practice: An Industrial Case Study
PROFES '08 Proceedings of the 9th international conference on Product-Focused Software Process Improvement
Uncertainty in ERP Effort Estimation: A Challenge or an Asset?
IWSM/Metrikon/Mensura '08 Proceedings of the International Conferences on Software Process and Product Measurement
International Journal of Business Information Systems
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In the past several years many organizations have initiated enterprise-wide information management systems projects, using such packages as SAP, Peoplesoft, and Oracle. These projects often represent the single largest investment in an information systems project in the history of these companies, and in many cases the largest single investment in any corporate-wide project. These enterprise-wide information management systems projects bring about a host of new questions, because they represent a new type of management challenge. Some of these questions and issues are:What are the major risk factors associated with implementing traditional MIS projects?What are the major risk factors associated with enterprise-wide information management projects?What new risk factors need to be addresed in ERP projects? What are some of the risks in MIS projects that are not factors in ERP projects?Based upon the findings, enterprise-wide information management systems projects pose new opportunities and significant challenges. Some of the “summary” ideas which are re-iterated throughout the case studies are:Justify the enterprise-wide projects based upon cost-justification and economies of scale.Re-engineer business processes to “fit” the package, rather than trying to modify the software to “fit” the organization's current business processes.Identify and implement strategies to re-skill the existing IT workforce and acquire external expertise through vendors and consultants when needed. Utilize “business analysts,” with both business knowledge and technology knowledge.Obtain top management support for the project and establish strong project leadership.Make a commitment to training end-users in custom report evelopment.Manage change through leadership, effective communications, and the role of a champion.