Method of evaluating the impact of ERP implementation critical success factors – a case study in oil and gas industries

2012 ◽  
Vol 8 (1) ◽  
pp. 84-106 ◽  
Author(s):  
Gordana Gajic ◽  
Stevan Stankovski ◽  
Gordana Ostojic ◽  
Zdravko Tesic ◽  
Ljubomir Miladinovic
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Oil And Gas ◽  
Erp Implementation ◽  
Critical Success ◽  
The Impact

Critical success factors for achieving environmental approvals

2019 ◽  
Vol 59 (2) ◽  
pp. 694
Author(s):  
Petrina Raitt
Keyword(s):  
Risk Assessment ◽  
Critical Success Factors ◽  
Success Factors ◽  
Oil And Gas ◽  
Project Team ◽  
Assessment Process ◽  
Skill Sets ◽  
Critical Success ◽  
Impact Reduction ◽  
The Impact

In recent years, industry has experienced increased regulatory scrutiny and public interest in the environmental approvals of oil and gas activities, with common challenges across industry in areas such as impact and risk assessment, stakeholder consultation and risk and impact reduction measure application. Some critical success factors for a project team to meet its targets for environmental approval are: • early planning • access to information • use of appropriately skilled resources. Environmental approvals take time, and scheduling and planning for their preparation and submission should be high on the list of priorities when planning a project. Understanding the regulatory process and knowing what level of information is required at each point is critical. Information to support environmental approvals is available in various forms, including referencing previous approval documentation, reviewing scientific literature and leveraging the skills and experience of project team members. With a common regulator across all offshore petroleum approvals, having ready access to the best and most up-to-date information is critical to meet their expectations. The impact and risk assessment process that underpins the environmental approval is complex and requires a step-by-step approach to establish context (both technical and environmental), identify and assess impacts and propose controls, all while seeking input from stakeholders and monitoring performance. Each of these tasks requires different skill sets, and the key to success is in recognising this and responding by finding the right combination of competency and experience in project team resources. This paper discusses these critical success factors and explores in detail the skill sets that best support impact and risk assessment and subsequent environmental approval for oil and gas activities in Australia.

scholarly journals Evaluating Critical Success Factors of ERP Implementation in SMEs

2019 ◽  
Vol 8 (2) ◽  
pp. 1144-1149
Keyword(s):  
Enterprise Resource Planning ◽  
Critical Success Factors ◽  
Success Factors ◽  
Service Providers ◽  
State Of The Art ◽  
Resource Planning ◽  
Erp Implementation ◽  
Critical Success ◽  
The Impact ◽  
Failure Factors

This paper is aimed at reviewing present state of the art (1998-March 2019) on the impact of Enterprise Resource Planning (ERP) implementation in Small and Medium Enterprises (SMEs). It includes critical success factors and critical failure factors.The technique depends on writing survey for optional information gathering. It characterizes the expressions that are utilized to get explore papers from databases and advanced studies on the ERP implementation in SMEs. It additionally incorporates the consideration and prohibition criteria to improve nature of papers. At that point methodical audit is made on the accessible papers to research the effect of ERP usage in SMEs.Critical factors are identified for success and failure of ERP implementations and actual impact of the same on SMEs (add actual success and failure factors here besides impact). The research found in this paper has limitations in terms of the period of which research papers have been reviewed. An implicit limitation is that it does not consider an empirical study except focusing on the state of the art found in the research area. However, its insights will have potential benefits and the directions for future work helps in further scope of the research. This paper contributes to the research on the impact of ERP implementation on SMEs either positively or negatively. It discovers critical success factors, critical failure factors and impact through secondary data collection method. The insights will help SMEs and stakeholders of SMEs and ERP service providers to know the reasons for failure or success and take necessary course of action.

scholarly journals The Impact of Human Critical Success Factor on ERP System Implementation

2021 ◽  
Vol 6 (1) ◽  
pp. 47
Author(s):  
Fasti Herianty Akhzan ◽  
Grace T Pontoh ◽  
Arifuddin Arifuddin
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Project Success ◽  
Team Composition ◽  
Management Support ◽  
Erp Implementation ◽  
Erp System ◽  
Top Management Support ◽  
Critical Success ◽  
The Impact

<p><em>Many researchers have investigated the critical success factors in ERP system implementation. The previous study has examined four primary human critical success factors (competence, behavior, team composition, and communication) and based on study literature performed by the author, there were many studies found that top management support also has crucial role in ERP implementation. The objective of this study is to examine the impact of top management support, competence, behavior, team composition, and communication in ERP implementation.</em><em>This study was conducted in three stages. First, review sources and scientific literature relevant to this research. Second, analyze the findings and recommendations of previous research to determine the component of variable x. Third, conduct research using a quantitative approach through a questionnaire survey. </em><em>Questionnaires were distributed to employees from various company that involved directly in ERP implementation. </em><em>This study found that all five variables positively correlated to project success and only team composition variable that significantly positively correlated to project success. This study offers ERP project managers the crucial factors needed to be concerned for the project success.</em></p><p><strong><em>Keywords: </em></strong><em>ERP, Human Critical Success Factors.</em></p><p><em><br /></em></p>

Critical Success Factors in Enterprise Resource Planning Implementation A Case-Study Approach

2010 ◽  
Vol 6 (3) ◽  
pp. 48-58 ◽  
Author(s):  
Behrouz Zarei ◽  
Mina Naeli
Keyword(s):  
Enterprise Resource Planning ◽  
Critical Success Factors ◽  
Success Factors ◽  
Resource Planning ◽  
Process Reengineering ◽  
Erp Implementation ◽  
Implementation Processes ◽  
Study Approach ◽  
Critical Success

Although introducing Enterprise Resource Planning (ERP) to an organization has enormous benefits, it may entail new hazardous challenges if it cannot be well managed. This research focuses on the critical ERP success factors from a case study involving the Esfahan Steel Company, which started ERP implementation in September 2002. An in-depth research of ERP implementation processes and the level of adhering to five chosen ERP critical success factors—project management, top management supports, business process reengineering, and change management and Training—are conducted. Research results revealed that the five critical success factors (CSFs) are highly interdependent and the strengths and weaknesses of each have influenced the quality of ERP implementation to a large extent.

scholarly journals Maintenance ERP Risk management for the Service Industry case study: Hajj and Pilgrimage Organization

2014 ◽  
Vol 10 (2) ◽  
pp. 1881-1887
Author(s):  
Nasim Khozouie ◽  
Yaghoob Farjami ◽  
Masoud Rafighi
Keyword(s):  
Risk Management ◽  
Risk Factor ◽  
Critical Success Factors ◽  
Success Factors ◽  
Service Industry ◽  
Erp Implementation ◽  
Critical Success ◽  
The World

In recent decades, a lot of company across the world have implementedERP systems. Although ERP implementation is a more explored issue, But even ERP implementation finished satisfactorily, success in ERP adoption is notguaranteed. It depends on the effectiveness process in thepost-implementation ERP systems.There are critical success factors in these projects. In this paper we evaluate critical Risk factor after ERP implementation at Service Industry,especialyHajj and Pilgrimage Organization.

Critical Success Factors in Enterprise Resource Planning Implementation

2012 ◽  
pp. 74-85
Author(s):  
Behrouz Zarei ◽  
Mina Naeli
Keyword(s):  
Enterprise Resource Planning ◽  
Critical Success Factors ◽  
Success Factors ◽  
Resource Planning ◽  
Process Reengineering ◽  
Erp Implementation ◽  
Implementation Processes ◽  
Critical Success

Although introducing Enterprise Resource Planning (ERP) to an organization has enormous benefits, it may entail new hazardous challenges if it cannot be well managed. This research focuses on the critical ERP success factors from a case study involving the Esfahan Steel Company, which started ERP implementation in September 2002. An in-depth research of ERP implementation processes and the level of adhering to five chosen ERP critical success factors—project management, top management supports, business process reengineering, and change management and Training—are conducted. Research results revealed that the five critical success factors (CSFs) are highly interdependent and the strengths and weaknesses of each have influenced the quality of ERP implementation to a large extent.

Critical Success Factors in Enterprise Resource Planning Implementation

2013 ◽  
pp. 10-21 ◽  
Author(s):  
Behrouz Zarei ◽  
Mina Naeli
Keyword(s):  
Enterprise Resource Planning ◽  
Critical Success Factors ◽  
Success Factors ◽  
Resource Planning ◽  
Process Reengineering ◽  
Erp Implementation ◽  
Implementation Processes ◽  
Critical Success

Although introducing Enterprise Resource Planning (ERP) to an organization has enormous benefits, it may entail new hazardous challenges if it cannot be well managed. This research focuses on the critical ERP success factors from a case study involving the Esfahan Steel Company, which started ERP implementation in September 2002. An in-depth research of ERP implementation processes and the level of adhering to five chosen ERP critical success factors—project management, top management supports, business process reengineering, and change management and Training—are conducted. Research results revealed that the five critical success factors (CSFs) are highly interdependent and the strengths and weaknesses of each have influenced the quality of ERP implementation to a large extent.

scholarly journals The Impact of Managers on Successful ERP Implementation

Organizacija ◽  
2010 ◽  
Vol 43 (4) ◽  
pp. 186-196 ◽  
Author(s):  
Franc Ravnikar
Keyword(s):  
Enterprise Resource Planning ◽  
Critical Success Factors ◽  
Success Factors ◽  
Business Processes ◽  
Resource Planning ◽  
Success Factor ◽  
Management Support ◽  
Erp Implementation ◽  
Critical Success ◽  
The Impact

The Impact of Managers on Successful ERP ImplementationLately, Enterprise Resource Planning (ERP) has been implemented in public organizations and organizations without competition in the marketplace. It is the ERP system that is almost as badly needed for the competitiveness and success of those organizations in the marketplace. The main reason lies in the fact that operating costs have to be reduced and the optimization of business processes is an option which nowadays is normally implemented together with new ERP. The success rate of ERP implementation remains very low with up to a 90% failure rate, as it is quoted in a lot of researches. Critical success factors (CSF) which influence successful ERP implementation are identical in all organizations. The main goal of this research is to find out the managers' impact on the critical success factors and thus their impact on the successful ERP implementation. Top management support is the most important critical success factor for successful ERP implementation, regardless of the fact whether the organization is on the market or not.

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