• The Journal of Information Systems
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• v.14 no.2
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• pp.215-236
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• 2005

The purpose of this paper is to examine the differences in the critical success factors for ERP adoption suggested by the system managers and the ERP consultants. The survey results indicated the following findings. First, there was no significant difference in the relative importance of the critical success factors between the system managers and the ERP consultants. Both groups agree that 'top manager's concern and support' is the most critical factor and that 'user involvement' is the second. However, the system managers tend to think 'training and education of end users' and 'cooperations among the project participants' more important than the consultants do. Second, both groups agree that the most important ERP contribution should be 'improvements in the business processes.' They also agree that the least important aspect is 'ERP's contribution to the individual's productivity.' In overall, the ordered lists of ERP evaluation criteria according to their importances were of no significant difference between the groups. Third the two groups showed differences when they were asked to evaluate the importance of the critical success factors for each of the ERP evaluation criterion. In general, the system managers tend to put more emphasis on 'training and education of end users' and 'adaptation of end users to the changed processes,' whereas the consultants tend to emphasize more on 'top managers' interest and supports' and 'project manager's capabilities and performance.' The differences in the critical success factors presented by the two groups indicated that more efforts need to be devoted to understanding other participant's interests and concerns in an ERP project team. Better coordinations based on the mutual understandings could improve the chance of achieving a success in adopting ERP packages.

• Journal of the Korea Safety Management & Science
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• v.12 no.4
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• pp.145-151
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• 2010

It seems that a primary concern of the project-based company, which provides a large scale product or service over long term period, is to run a successful project through systematic project process control and control costs. One of the typical project control methods is Earned Value Management System(EVMS) which analyses the precess through performance measurement. Even though the EVMS is a highly efficient tool in the managerial aspect, it cannot easily determine the Planned Value(PV), Actual Cost(AC), or Earned Value(EV) due to the indistinct criteria and extensive data. The accurate calculation of AC in particular, is the basic of project management, but most companies record direct personnel expenses or direct expenses only. Since they calculate indirect expenses based on the estimated ratio, it limits the systematic project management that reflects changes in profit and loss of a company. This study introduces a EVMS for project management and its actual case based on EVMS and ERP system which some additional modules are installed for performance measurement. It is expected that this new method enables a company to save time and effort, and also to improve transparency by specifying expense items in detail and to switch quarterly settlement to monthly by reducing the time of calculation.

• Proceedings of the Safety Management and Science Conference
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• 2005.11a
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• pp.19-29
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• 2005

Since 1980's, many enterprises have constructed Strategy Information System and tried BPR, ISP. Also, they implemented ERP and practiced the Process Innovation and Six Sigma for Management Innovation in todays, Although most companies had provious good plans, but those are not satisfied. Because of failed to change management and continued next activity. Many Project for Process innovation are ended as disposal project in many case, if they want next project, they need a new plan which needs additional fund and re source. This paper studied Process Innovation and Six Sigma in many things and proposed new model for continued project on the master plan. Also it proposed next study subject about ERP Optimization and Harmonization after implemented ERP which is considered as next step of PI.

• Journal of Information Technology Services
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• v.6 no.2
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• pp.35-47
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• 2007

The purpose of this thesis is to analyze the success factors of ERP system in corporations and to know what is different in the factors depending on organizational culture and size. Considering there are various results from introduction of the same information technology(IT), it is implied that organizational characteristics make a difference. In this thesis we did factor analysis and multiple regression about the factors based on the previous studies and analyzed the priorities depending on organizational culture and size. The results show that mechanistic organization has key success factors of work process change, project team abilities, and determination of CEO while organic organization has those of work process change and project team abilities. Plus bigger sized organization has success factors of work process change, project team abilities, and determination of CEO while small sized organization has those of work process change and project team abilities.

• Journal of the Korea Safety Management & Science
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• v.8 no.5
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• pp.119-130
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• 2006

Since 1980's, many enterprises have constructed Strategy Information System and tried BPR, ISP. Also, they implemented ERP and practiced the Process Innovation and Six Sigma for Management Innovation in todays. Although most companies had previous good plans, but those are not satisfied. Because of failed to change management and continued next activity. Many Project for Process innovation are ended as disposal project in my case, if they want next project, they need a new plan which needs additional fund and resource. This paper studied Process Innovation and Six Sigma in many things and proposed new model for continued project on the master plan. Also it proposed next study subject about ERP Optimization and Harmonization after implemented ERP which is considered as next step of PI.

• Journal of Information Technology Services
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• v.17 no.3
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• pp.117-138
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• 2018

The purpose of this study is to empirically analyze the relationships between the Boundary Spanning Activities (BSA) of project team and system performance in ERP system development projects. We could theoretically classify the BSA in the ERP development projects into five categories on the basis of existing studies on the BSA in the research fields of organization theory, new product development, and information systems development. These five categories are 'Ambassador' activities, 'Task-coordinator' activities, 'Scout' activities, 'Sentry' activities and 'Guard' activities. And the relationship between the implementation level of activities included in each category and the project performance (system usage and users' satisfaction) was hypothesized with respect to five BSA categories. In order to test the hypotheses, we conducted on/offline survey of the participants who were involved in the ERP system development projects, and received 345 valid responses. The unit of analysis was the project team, and the total number of teams that survey participants belonged to were 103 ones. The Structural Equation Model Analysis using the SMART PLS 3.0 was applied to statistically testing the hypotheses. The results showed that 10 hypotheses among 12 hypotheses could be supported. The theoretical implications of this study can be summarized as following; first, redefining and categorizing the BSA (Boundary Spanning Activities) in the ERP system development projects, secondly, deriving measurement indicators of the implementation level for each BSA category and statistically proving the validity and the reliability of them, and finally, suggesting the theoretical background of expanding the management area of ERP systems development projects. Furthermore, the practical implication of this study is that concrete BSA items which are empirically derived can be utilized as effective guidelines for successfully implementing the BSA in the process of managing the ERP system development projects.

• Journal of Information Technology Applications and Management
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• v.16 no.4
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• pp.135-165
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• 2009

The major purpose of this study is to identify the factors influencing the implementation performance of ERP Systems from an integrated viewpoint. For this purpose, a research model is developed based on the literature reviews of ERP systems, contingency theory, and change management theory. The research model proposed fifteen variables as the factors influencing the implementation performance in the ERP systems. The data have been collected from the 164 enterprises which implemented ERP systems at least one year ago. The respondents were person in charge of ERP system of each corporation. The results of hypothesis testing through multiple regression analysis are summarized as follows. Firstly, standardization of work, concentration of decision making, top management concern and support, real user participation, project support goodness, ease of use, and system usefulness have positive influence upon non-financial performance. Secondly, market uncertainty, industrial competition, project support goodness, and customization minimization have positive influence upon financial performance. From the analysis, this research have identified important characteristics for the successful implementation of ERP systems. Consequently, this research ends with managerial and theoretical implications of the study results, as well as limitations and future research directions.

• International conference on construction engineering and project management
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• 2005.10a
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• pp.575-586
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• 2005

This paper presents an approach to quantifying the costs and benefits of integrating ERP systems with project management systems, including potential time and cost savings. To properly identify the costs and the benefits, the paper shows the relevant construction information flows and the desired milestones in the integration process. The proposed benefit analysis model should allow construction firms considering the integration of their ERP systems with legacy systems or commercial project management software make informed decisions in regard to the existing alternatives in the early stages of decision making.

• Proceedings of the Safety Management and Science Conference
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• 2010.11a
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• pp.343-348
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• 2010

Earned Value Management System(EVMS) is a highly efficient tool in the project management, but it cannot easily determine the Actual Cost due to the indistinct criteria and extensive data. This study introduces a EVMS for project management and its actual case based on EVMS and ERP system which some additional modules are installed for performance measurement. It is expected that this new method enables a company to improve transparency by specifying expense items in detail and to switch quarterly settlement to monthly by reducing the time of calculation.

• The Journal of Information Systems
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• v.15 no.2
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• pp.153-171
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• 2006

The objective of this research project is empirically investigating factors influencing EPP system implementation based on the degree of volatility of business environment. The results show that computes with low volatility have successfully implement ERP system compared to companies with high volatility. This research project also identified success factors of each phased chartering phase, executive participation sound assessment of business condition, good understanding of ERP system and carefully constructed case are identified as success factors. During project expenditures, participation of various groups, technical resources, prefect and change management are found to be important for successful construction. Trained users, integration of systems, well-designed process and technical and human resource are found to be success factors during shakedown phase. Managers commitment technical infrastructure, system flexibility, and adequate resource for maintenance and renewing system are identified as success factors of onward and upward phase.