Planning for ERP systems: analysis and future trend

By Injazz J. Chen. Business Process Management Journal, 2001

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ERP implementation: a compilation and analysis of critical success factors (2007, methodology): “This concept refers to the need for the team to be empowered to make necessary decisions (Shanks and Parr, 2000; Chen, 2001) in due time, so as to allow for effective timing with respect to the implementation (Gupta, 2000).”
Understanding customer relationship management (CRM): People, process and technology (2003, background): “…planning (ERP), when successfully implemented, links all areas of a company including order management, manufacturing, human BPMJ 9,5 resources, financial systems and distribution with external suppliers and customers into a tightly integrated system with shared data and visibility (Chen, 2001).”
Critical factors for successful ERP implementation: Exploratory findings from four case studies (2005, background): “The first provides comprehensive overview of ERP systems (Appleton 1997, Bowman 1997, [12] [13] [14] [15] [16]) and focuses on the fundamental corporate capabilities driving ERP as a strategic concept [17] [18] [19] [20] [21] [22] [23].”
Risk management in ERP project introduction: Review of the literature (2007, background): “Chen [31] stated that economic and financial strategic justifications for an ERP project prior to installation were also necessary, because a wrong global costs analysis might impact the ERP adoption, cause the failure of system implementation projects or also bankruptcy [92].”