Turning around troubled projects in an ERP implementation project from consultancy project leaders' perspectives

Wen-Hsien Tsai, Elliott T.Y. Hwang, Jui-Chu Chang, Chien-Wen Lai and Sin-Jin Lin

International Journal of Business and Systems Research, 2012, vol. 6, issue 2, 123-149

Abstract: Enterprise resource planning (ERP) systems are used to provide companies with integrated information for operations management and decision-making. An ERP implementation project may become a troubled project at any stage during the life cycle of the project. We must detect and correct the causes of a project's problems before it fails. This study investigated troubled ERP implementation projects, sought the root causes of the troubled projects and determined what actions could be taken to turn around the troubled projects. We used case study methodology. The purpose of this study was to help determine whether a project is troubled and summarise possible management methods for saving a project, while it is still possible or cancelling it with minimal negative impact.

Keywords: enterprise resource planning; ERP implementation; troubled projects; project management; project failure; case studies. (search for similar items in EconPapers)
Date: 2012
References: Add references at CitEc
Citations:

Downloads: (external link)
http://www.inderscience.com/link.php?id=46352 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:ids:ijbsre:v:6:y:2012:i:2:p:123-149

Access Statistics for this article

More articles in International Journal of Business and Systems Research from Inderscience Enterprises Ltd
Bibliographic data for series maintained by Sarah Parker ().