Abstract

The study uses a project retrospective approach to study the implementation of ERP within eight SME’s (small and mid-sized enterprises). A project retrospective is designed to assess project performance, to identify lessons learned, and to measure success. The findings report (1) ERP project management , (2) ERP project timeline, (3) Lessons learned, (4) Risk factors, including adequacy of skill sets and level of customization, (4) Evaluation of ERP project success, and (5) Critical success factors in ERP project implementation. Many of the themes from ERP implementation studies in larger corporations were reiterated as keys to success: top management support, end-user involvement, vanilla implementation of key business processes, and team-building. In the SME’s, project sponsors were senior managers, and project managers were less likely to have ERP project experience. Formalized ROI processes and Steering Committees were not standard. Since change was mandated from the top, and since standard vanilla processes were implemented, many of these projects stayed on-course in terms of time and budget. The story of ERP implementation in SME’s indicates that these projects have definite benefits and can be effectively implemented with existing personnel and existing leadership.

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