TAILIEUCHUNG - Risk management in ERP project introduction: Review of the literature

Every deliverable has a cost. Where possible the cost for each deliverable and milestone should add up to form the project budget. If the project budget is a critical indicator of progress – for example, in the case of a procurement project – you must specify how the work will be done within budget and how work will be reported: for example, percentage complete, actual versus projected outlays and so on. Your plan should also list the resources needed to achieve each deliverable. The plan should explain what activities will be undertaken to deliver the project, and what activities the. | ELSEVIER Available online at ScienceDirect Information Management 44 2007 547-567 locate im Risk management in ERP project introduction Review of the literature Davide Aloini Riccardo Dulmin Valeria Mininno Department of Electrical Systems and Automation Via Diotisalvi 2 Faculty of Engineering University of Pisa Italy Received 28 August 2006 received in revised form 6 March 2007 accepted 17 May 2007 Available online 12 July 2007 Abstract In recent years ERP systems have received much attention. However ERP projects have often been found to be complex and risky to implement in business enterprises. The organizational relevance and risk of ERP projects make it important for organizations to focus on ways to make ERP implementation successful. We collected and analyzed a number of key articles discussing and analyzing ERP implementation. The different approaches taken in the literature were compared from a risk management point of view to highlight the key risk factors and their impact on project success. Literature was further classified in order to address and analyze each risk factor and its relevance during the stages of the ERP project life cycle. 2007 Elsevier . All rights reserved. Keywords ERP Risk management Literature analysis ERP life cycle Risk assessment No risk no reward. Companies must take risk both to launch new products and to innovate themselves. However risk processes do not require a strategy of risk avoidance but an early diagnosis and management 73 . 1. Introduction Unfortunately implementation difficulties still affect complex IT projects like the introduction of enterprise resource planning ERP . The integrated e-business marketplace and external environments have highlighted the needs for companies to react quickly to customer signals and behave competitively. To achieve Corresponding authors. Tel. 39 050 2217347 fax 39 050 2217333. E-mail addresses D. Aloini .

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