Critical success factors of ERP implementation in SMEs

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Using Critical Success Factors for Assessing Critical Activities in ERP Implementation within SMEs

Aim of this research is the investigation and analysis of the critical success factors (CSF) in the implementation of ERP systems within SMEs. Papers in the ERP research field have focused on successes and failures of implementing systems into large organizations. Within the highly differentiated set of computer based systems available, the ERP systems represent the most common solution adopted...

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Critical Success Factors of ERP Implementation

IntroductIon An enterprise resource planning (ERP) system is an integrated set of programs that provides support for core organizational activities, such as manufacturing and logistics, finance and accounting , sales and marketing, and human resources. An ERP system helps the different parts of an organization share data and knowledge, reduce costs, and improve management of business processes....

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Critical Success Factors for ERP System Implementation

As more and more enterprises move from functional to process-based IT infrastructure, ERP system becomes one of today’s most widely used IT solutions in many large enterprises. In spite of the widely used IT solutions, many ERP implementations are not successful. It takes longer time and costs more money than expected. Given the large investment that an ERP project requires and the potential be...

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Relevance of ERP Implementation and Critical Success Factors in SMEs of Developing Countries

Small and medium enterprises (SMEs) with their crucial role in generating employment and supporting trade are encountering numerous challenges. Meanwhile, towards to stay alive in a competitive edge in today’s dynamic business environment, SMEs are improving their usage of information systems (IS) and increasingly implementing of enterprise resource planning (ERP) systems. However, successful i...

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ژورنال

عنوان ژورنال: Journal of Project Management

سال: 2019

ISSN: 2371-8366,2371-8374

DOI: 10.5267/j.jpm.2019.6.001