doi:10.3850/978-981-08-7303-5_0467

ABSTRACT

ERP systems are capable of providing significant return on investment. Implementing these projects place tremendous demand on organization’s time and resource. Unfortunately the success rate of ERP implementations is only around 50% and approximately 90% of the implementations are late or over budget. Much has been written about implementation and critical success factors (CSF) but there are factors related to people behavior which pin point causes of the failure than those commonly identified CSFs. The present study attempts to derive a behavior model of people involved in the project. It uses case study methodology to compare four successful ERP implementations with four unsuccessful implementations of a same Project manager. It is observed that the behavior model accurately reflect the real causes of the failure.

© 2011 ICCA 2010 Organizers