The implementation of an ERP system is one of the key strategies to pursue long-term objectives and maintain competitive advantage. However, several cases document ERP project failure and the excessive customization of the system represents the main reason. This paper studies the factors influencing unnecessary customization and their impact on the customization decision-making process of organizations during their ERP project implementation. Following the analysis of the scientific literature, a single case study in a manufacturing company is studied in order to compare the findings with the academic results. Interviews with informants from the organization and its consultants provided the knowledge base for the analysis process. Scientific literature only mentions drivers such as ERP project acceptance, resistance to change, unique client business processes, inexperienced consulting teams, and consultants' competitive advantage that directly affect the level of customization. Key findings from the study confirm all the aforementioned drivers. The results also identify additional elements, cited by academic papers as Critical Success Factors (CSFs), hence essential for the successful implementation of the ERP system, that impact the choice of organization on implementing an excessively tailored ERP system, including top management commitment, project governance, software selection process, data migration, and user training. Moreover, the study discovers new drivers, such as the duration of the project, involvement of different consulting companies, and contract consultancy-client, as equally crucial in curbing unnecessary customization. A hierarchical prioritization of all the factors, with top management commitment at the forefront, offers a practical analytical tool to focus attention on the most impacting drivers. The results of the study offer implications for theory and practice. From a theoretical perspective, the study extends the knowledge of the process of customization of ERP solutions in organizations and the role played by different factors in shaping the process. From a practice-oriented viewpoint, addressing the key factors has the potential to mitigate implementation risks and select the appropriate level of customization in ERP projects.
L'implementazione di un sistema ERP è una delle principali strategie per raggiungere obiettivi di lungo termine e mantenere un vantaggio competitivo. Tuttavia, diversi casi documentano il fallimento dei progetti ERP e l'eccessiva personalizzazione del sistema ne rappresenta la ragione principale. La presente tesi studia i fattori che influenzano la personalizzazione non necessaria e il loro impatto sul processo decisionale di personalizzazione delle organizzazioni durante l'implementazione del progetto ERP. Dopo l'analisi della letteratura scientifica, è presentato un singolo caso di studio di un'azienda manifatturiera, al fine di confrontare i risultati con quelli accademici. Le interviste agli informatori dell'organizzazione e ai suoi consulenti hanno fornito la base di conoscenza per il processo di analisi e raccolta dati. La letteratura scientifica cita fattori come l'accettazione del progetto ERP, la resistenza al cambiamento, l’unicità dei processi aziendali del cliente, l’esperienza dei consulenti e la loro volontà di mantenere il proprio vantaggio competitivo, che influenzano direttamente il livello di personalizzazione. I risultati dello studio confermano tutti i fattori citati. Anche ulteriori elementi, citati dai documenti accademici come Critical Success Factors (CSFs), quindi essenziali per il successo dell'implementazione del sistema ERP, influenzano la scelta dell'organizzazione di implementare un sistema ERP eccessivamente personalizzato, tra cui la dedizione del top management, la governance del progetto, il processo di selezione del software, la migrazione dei dati e la formazione degli utenti. Inoltre, lo studio scopre nuovi fattori, come la durata del progetto, il coinvolgimento di diverse società di consulenza e il contratto consulenza cliente, altrettanto cruciali nel limitare la personalizzazione non necessaria. Una gerarchia di tutti i fattori, con l'impegno del top management in primo piano, offre uno strumento analitico pratico per prioritizzare i fattori più impattanti. I risultati dello studio offrono implicazioni per la teoria e la pratica. Da un punto di vista teorico, lo studio amplia la conoscenza sul processo di personalizzazione e sul ruolo svolto dai diversi fattori nel processo. Da un punto di vista pratico, affrontare i fattori chiave ha il potenziale per mitigare i rischi d’implementazione e selezionare il livello appropriato di personalizzazione nei progetti ERP.
Analysis of the factors influencing the customization of ERP projects implementation and their impact on organizations
Ulivi, Tommaso
2022/2023
Abstract
The implementation of an ERP system is one of the key strategies to pursue long-term objectives and maintain competitive advantage. However, several cases document ERP project failure and the excessive customization of the system represents the main reason. This paper studies the factors influencing unnecessary customization and their impact on the customization decision-making process of organizations during their ERP project implementation. Following the analysis of the scientific literature, a single case study in a manufacturing company is studied in order to compare the findings with the academic results. Interviews with informants from the organization and its consultants provided the knowledge base for the analysis process. Scientific literature only mentions drivers such as ERP project acceptance, resistance to change, unique client business processes, inexperienced consulting teams, and consultants' competitive advantage that directly affect the level of customization. Key findings from the study confirm all the aforementioned drivers. The results also identify additional elements, cited by academic papers as Critical Success Factors (CSFs), hence essential for the successful implementation of the ERP system, that impact the choice of organization on implementing an excessively tailored ERP system, including top management commitment, project governance, software selection process, data migration, and user training. Moreover, the study discovers new drivers, such as the duration of the project, involvement of different consulting companies, and contract consultancy-client, as equally crucial in curbing unnecessary customization. A hierarchical prioritization of all the factors, with top management commitment at the forefront, offers a practical analytical tool to focus attention on the most impacting drivers. The results of the study offer implications for theory and practice. From a theoretical perspective, the study extends the knowledge of the process of customization of ERP solutions in organizations and the role played by different factors in shaping the process. From a practice-oriented viewpoint, addressing the key factors has the potential to mitigate implementation risks and select the appropriate level of customization in ERP projects.| File | Dimensione | Formato | |
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https://hdl.handle.net/10589/209420