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Critical success factors in enterprise wide information management systems projects
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Power, politics, and MIS implementation
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Implementing Sap R/3
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Interpreting Information Systems in Organizations
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A balanced scorecard based framework for assessing the strategic impacts of ERP systems
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A classification for better use of ERP systems
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A balanced scorecard based framework for assessing the strategic impacts of ERP systems
Computers in Industry - Special issue: Current trends in ERP implementations and utilisation
A classification for better use of ERP systems
Computers in Industry - Special issue: Current trends in ERP implementations and utilisation
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This paper investigates the managerial competences required for the complex interactions required to successfully integrate an Enterprise Resource Planning system into an organization—the ERP journey. A feature of the study (a five year longitudinal study of a Danish production company implementing SAP R/3) was the rise and fall of the ERP project managers. The study showed that different stages of the ERP journey required different competences from the managers. A manager with a certain competence mix might successfully oversee part of the ERP journey, but a different blend of competences was required to manage other parts. The paper concludes that a wide range of competences are required: personal, business and technical. The competence mix should be expected to vary through the journey, and is often too much to expect of one person.