Abstract: Success means different things for different people.
For us, project managers, it becomes even harder to actually find a
definition. Many factors have to be included in the evaluation.
Moreover, literature is not very helpful, lacking consensus and
neutrality. Post-implementation reviews (PIR) can be an efficient tool
in evaluating how things worked on a certain project. Despite the
visible progress, PIR is not a very detailed subject yet and there is not
common understanding in this matter. This may be the reason that
some organizations include it in the projects’ lifecycle and some do
not. Through this paper, we point out the reasons why all project
managers should pay proper attention to this important step and to the
elements which can be assessed, beside the already famous triple
constraints: cost, budget and time. It is essential to take notice that PIR is not a checklist. It brings the
edge in eliminating subjectivity and judging projects based on actual
proof. Based on our experience, our success indicator model,
presented in this paper, contributes to the success of the project! In
the same time, it increases trust among customers who will perceive
success more objectively.
Abstract: The purpose of this research is to increase our
knowledge as regards how Small-and-Medium-Sized Enterprises
(SMEs) tackle ERP implementation projects to achieve successful
adoption and use of these systems within the organization. SMEs
have scare resources to handle these kinds of projects which have
proved to be risky and costly. There are several studies focusing on
ERP implementation in larger companies, however, few studies
report on challenges experienced by SMEs. Our research seeks to
bridge this gap. Through a multiple case study of four companies, we
identified challenges and critical elements within the different phases
(pre-implementation, implementation and post-implementation) of
the ERP life cycle. To interpret our findings, we utilize a well-know
ERP life cycle model and critical success factors developed for larger
companies which are reported in former research literature. We
discuss if these models are relevant for SMEs and suggest additional
critical elements identified in this study to make a framework more
adapted to the SME context.