1. Quality of postimplementation review for enterprise resource planning systems Summary of the following paper: Nicolaou, A. I. Quality of postimplementation review for enterprise resource planning systems. International Journal of Accounting Information Systems, 5, (2004), 25-49 指導老師 : 吳思佩 教授

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3. Abstract Examines( 檢查 ) the process of system review during the postimplementation review (PIR), and identifies factors that contribute to high-quality PIRs. In two organizations (fictitious named as): MANU UTIL

4. Introduction The two factors that influence the process of system development ： Organization performance User perceptions about the system after its implementation and continued use in an organization.

5. Introduction The quality of PIR ： Heavily dependent on the quality of the implementation process itself and on its effectiveness. Could represent a key element in the examination of the relationship between system implementation and the realization of anticipated benefit form the use of ERP.

6. ERP systems implementation The major advantage of ERP systems The application software suites, which still service accounting conventions and needs. Integration of all information flowing through a company.

7. ERP systems implementation Critical factors for the success of an ERP ： Top management support. An effective implementation team. Organizational-wide commitment. The effective resolution of misalignments between organization needs. ERP package functionality.

8. Expected benefit from ERP systems implementation ERPs are designed to help manage ： organizational resources in an integrated manner. Intangible benefits ： Related to internal integration, improved information and processes, and improved customer service. Tangible benefits ： Related to cost efficiencies in inventory, personnel, procurement and the time needed to close books.

9. Factors of failure in ERP systems implementation Meta group(1999): The average implementation time for a full-blown ERP system was 23 months, at a cost of US$10.6 million for the implementation and another US$2.1 million for maintenance over a 2 year period. Several studies exist of companies that were led into severe financial distress because of system integration problems after the implementation of ERP systems: Unisource Worldwide 、 Dell Computer 、 Dow Chemical 、 Hershey Food Cooperation…

10. Factors of failure in ERP systems implementation The computer integration problems. The implementation ERP systems suffer from system integration problems. The lack of alignment between people, processes, and new technology. System led implementations have a higher incidence of failure compared to those that are business led.

11. Factors of failure in ERP systems implementation A well-planned and well-executed PIR of the system implementation should assist organizations to effect needed changes in organizational plans and process. Avoid implementation risks Realize potential operational and strategic benefits.

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13. 2.2 PIR of ERP systems PIR is used to improve the design and effectiveness of an already developed system.

14. 2.2.1 PIR in capital budgeting research Capital budgeting literature define PIR or PCA as a feedback device.

15. PCA(postcompletion audit) Use of quantitative model to identify poorly performing assets. Use of regular periodic review versus one-time review. Extent of documentation of postaudit( 事後審計 ) procedures. Extent to which postaudit procedures were applied as a percentage of capital project postaudited by a firm. Use of formal versus informal postaudit procedures

16. The level of postauditing sophistication is an important issue. The sophistication postaudit were useful in making decision abandon, continue, or enhance project or to suggest changes to improve future project selection

17. PIR in IS literature PIR for IS has also been presented in the early system implementation literature. PIR should include an evaluation( 審計 ) of system impacts using a long-term view, be conducted( 經營 ) by user, and formalized.

18. Three major stages after ERP implementation Company may experience a 3-6 month productivity decline Use 6-8 month to involve skills development, structural change, process integration, and add-on technologies that expend ERP functionality. Involve business transformation,

19. Four different organizational interventions for ERP implementation Business process reengineering( 重組 ) Detail requirements specification( 詳述 ) for system selection. System testing prior( 預先 ) to implementation. Monitoring of the system after it’s implementation( 完成 ).

20. Research Proposition The quality of post-implemantation review that is carried out in an organization will have a significant influence on the realization of expected outcomes from the use of ERP system.

21. Research method Step1:Personal interviews (carried out with corporate directors of information technology in both companies) Step2:Second interview with the same individual followed for further( 深入 ) explanations. *The semi-structured interview were guided by an interview protocol.

22. Interview Protocol (1) What were the driving force for the system change to an ERP architecture? Was there a strategic plan in place to guide the deployment of the new ERP system? What were the specific principles that guide system development as part of the strategic? Looking back at the implementation process, what were those factors that critically determined implementation success or failure?

23. On a postimplementation basis, what action were taken to enhance system functionality, review the system’s service potential, or evaluate user acceptance? Could specific success factors be identified that were discovered during the postimplementation phase of the system life cycle? What tools were used for their measurement, if any? Interview Protocol (2)

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25. Case evidence MANU It’s large Fortune 500 manufacturing corporation globally UTIL It’s a medium-size utility operating in European country

26. Why MANU implements ERP?

27. Internal question of MANU System need of upgrading The cost of associated with these systems Data inconsistency Fragmentation

28. External questions of MANU Lack the ability to present a single “face” to the customer

29. Implementation of The SAP Configure the program The benefits of Implementation of the SAP system

30. Why UTIL implements ERP?

31. Primary objective – a. Improving operation efficiencies Matched a strategic plan - a. Customized reporting The effect of Implementation the ERP system a. Hindered process integration b. Limited the process Why UTIL Implement the ERP system?

32. UTIL failure reasons The top management’s wrong policy Lack of the in-house technical expertise Lack the overall understanding of business process The implementation was turned over to the IT

33. What The UTIL comprehend from the failure System implementation effort has to be viewed as an ongoing process It’s viewed as an overall long-term effort for the development of a new business model

34. Analysis of similarities and differences in PIR practices at MANU and UTIL

36. Review of overall project scope and planning

37. 4.4.1 Evaluation of system fit with organizational strategic vision MANU The ERP system implementation was part of a larger reorganization effort System was viewed as a medium to ensure competitive advantage, facilitate corporate expansion For postimplementation - continuously evaluate system fit and expansion UTIL ERP system was much more limited in scope, combined with idiosyncratic reporting requirements Low level of fit between the SAP system and the organization’s objectives System was not viewed as critical for attainment of any business objectives

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39. 4.4.2 Project planning MANU: evaluated and changes instituted in subsequent implementation teams UTIL: no formal evaluation of project panning but instituted changes after initial failure

40. 4.4.3 Evaluation Of Infrastructure Development( 基礎建設的評估 ) MANU  Information infrastructure was considered critical for survival  Data Warehouse UTIL  Information infrastructure was not a driver for competition  Identified significant deficiencies in helping the organization meet its current objectives

41. 4.5 Review Of Driving Principles For The Deployment Of The enterprise system( 事前的部 署 ) MANU  Has formal review of process integration, global support, reevaluation pf initial system UTIL  Has no formal review of process integration, business justification

42. 4.6 Effectiveness of misfit resolution strategies( 有效的解決對策 ) MANU Evaluate process simplicity and implemented 80:20 rule UTIL Evaluated process and reporting inadequacies and developed “workaround” to bypass system deficiencies

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44. 4.7. Evaluation of attained benefits (1) The success of the system implementation effort in terms of attaining anticipated benefits depended on two critical factors: (a) The design of the system around the enterprise supply chain. (a) → provided the opportunity for increased efficiency in (a) → operations and had a pervasive effect throughout the whole (a) → enterprise. (a) → related to improvements in customer service.

45. 4.7. Evaluation of attained benefits (2) The success of the system implementation effort in terms of attaining anticipated benefits depended on two critical factors: (b) An early focus of the system design effort on quantifiable (b) business outcomes. (b) → has forced MANU's business units to make decision that (b) → eliminated nonvalue adding process or to simplify complex (b) → processes into a more simple structure that was common (b) → across the whole company.

46. 4.7. Evaluation of attained benefits (3) MANU － → An important PIR activity that MANU carried out is to formally → assess customer satisfaction using specially design customer → surveys and the results of those surveys were subsequently used → to further institute necessary changes in business processes. → is currently embarking on a “supply chain transformation” → initiative, building on its enterprise infrastructure and on supply → chain directed applications (including both Web-based and Web- → enabled applications).

47. 4.7. Evaluation of attained benefits (4) UTIL adopted its ERP system － → the implementation problems that were encountered and its → process misfits with system requirements did not allow the company → to realize these desired benefits. → there was no formal activity in place to evaluate attainment of → benefits on a postimplementation basis. → primarily due to significant user complaints relating to process → inefficiencies introduced by the new system.

48. 4.8. Evaluation of learning 4.8.1 User training (1) After the installation of the SAP system － Users were overwhelmed and not well prepared for the process changes brought about by the enterprise system. → for instance In MANU such as entering a sales order. Customers → did not receive the products they had ordered and experienced → delays in delivery. → Part of the problem was due to the fact that employee training → was initially constrained only to the functionality within SAP that → users needed to do their jobs, without being provided with a clear → and overall view of how the software operates.

49. 4.8. Evaluation of learning 4.8.1 User training (2) After the installation of the SAP system － Users were overwhelmed and not well prepared for the process changes brought about by the enterprise system. → MANU responded to these initial problems by radically radically → changing its training methods, instituting a certification process, → where employees would have to pass a certifying test before → given access to the system.

50. 4.8. Evaluation of learning 4.8.1 User training (3) After the installation of the SAP system － Users were overwhelmed and not well prepared for the process changes brought about by the enterprise system. → UTIL were just trained on performing specific functions within → SAP that were necessary for their day-to-day responsibilities. In → conclusion, the steep learning curve associated with the use of → a complex enterprise system has led to errors and delays, → significantly obstructing both companies' ability to realize → anticipated benefits from the use of their ERP system.

51. 4.8. Evaluation of learning 4.8.2 Knowledge transfer (1) Knowledge transfer in a system's life cycle is also presented in the professional literature as a critical factor in managing the dependencies between people, business processes and events, and knowledge domains. MANU has discovered on a postimplementation basis that it must ensure the continuity in the skills and knowledge acquired during the implementation process in order for the system to be used effectively and provide the anticipated benefits.

52. 4.8. Evaluation of learning 4.8.2 Knowledge transfer (2) The absence of such continuity in UTIL, due to the lack of system and process documentation during the implementation of the system, contributed to dissatisfaction with the system, no acceptance by users, and in project failure.

53. 4.9. Overall cultural and organizational effects (1) In both UTIL and MANU, the postimplementation phase of their ERP systems necessarily led to changes in organizational power relations. In UTIL, the IT department gained more power over user departments, because the second implementation effort is under the direct supervision of the IT manager who has direct reporting responsibility to the CEO. (UTIL) The IT department has recruited individuals with both technical expertise as well as process expertise in the particular industry in anticipation of the new system implementation effort.

54. In Manu The company has changed its structure and created a number of competence centers so that its customer service, logistics, materials management, supply chain planning, and IT groups can best work under a common umbrella to effectively address post- ERP implementation challenge. (MANU) In the literature, competence centers are presented as important not only for ERP software maintenance, but also as an invaluable resource for user education, support, and to promote ongoing improvements in business processes. 4.9. Overall cultural and organizational effects (2)

55. 4.9. Overall cultural and organizational effects (3) All of the above factors had greatly influenced the implementation of the ERP systems at the two companies and had shaped the user‘s predisposition toward the system after its initial implementation. As a result, based on the case findings, an overall conceptual model of ERP postimplementation effectiveness may be presented that could be useful in future empirical investigations.

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57. Conceptual definition of the concept of PIR quality (1) The quality of PIR that has an important effect on business performance. In general, as demonstrated in Fig.1, a high- quality PIR process should enable an organization to maximize the effectiveness of intervention during the implementation of the system and attain postimplementation effectiveness.

59. The most important culprits in a problematic ERP implementation are lack of user training and failure to completely understand how enterprise applications change business processes (Wilder and Davis, 1998). It is also emphasized by system professionals that for an organization to turn around after initial failure, it must engage in PIR that will assist in better defining the scope of the project and improving user training and acceptance of the system. This situation was demonstrated very eloquently in the case of UTIL. Conceptual definition of the concept of PIR quality (2)

60. Organizations may expect to gain strategic advantages from the implementation of ERP system. Such strategic advantages could be associated with (a) increased data accuracy that facilitates interactions with customers and suppliers and (b) improvement in the availability and quality of information due to improvements in business processes (Mabert et al., 2001). Conceptual definition of the concept of PIR quality (3)

61. A well-planned and well-executed PIR of the ERP system implementation, therefore, should assist organizations to effect needed changes in organizational plans and processes and realize potential operational and strategic benefits. The concept of “quality of PIR”, could be defined by the extent to which an organization adopts the set of PIR dimensions identified in Table2. Conceptual definition of the concept of PIR quality (4)

63. In the conceptual definition of PIR quality, therefore, it is the cumulative influence of these practices that should most strongly influence outcomes. It remains an important empirical question, therefore, to further operationally define the concept of PIR quality, examine the relative importance and contribution of individual practices on PIR quality, and test their influence on outcomes of postimplementation effectiveness. Conceptual definition of the concept of PIR quality (5)

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65. 6. CONCLUSIONS AND RECOMMENDATIONS FOR FUTURE RESEARCH A relationship exists between the degree of quality in post implementation review (PIR) carried out by an organization and the extent to which the organization attains desirable system outcomes.

66. The degree of quality in post implementation review (PIR) carried out by an organization 5 dimensions of post implementation review (PIR) (A) Review of overall project scope and planning (B) Review of driving principles for project development (C) Evaluation of misfit resolution strategies (D) Evaluation of attained benefits (E) Evaluation of user and organizational learning

67. Past=> Productivity paradox between IT investment and firm performance or productivity PIR=> Productivity paradox should be reevaluated in light of the PIR quality construct =>Future research The extent to which the organization attains desirable system outcomes

68. Conclusions ERP implementation effectiveness  The quality of PIR construct  The conceptual boundary of construct  A general conceptual model