For many providers of ERP-system, Poland is one of the most valuable markets in Central andEastern Europe. The Polish market for ERP-systems is still a growing market, especially; wecan see the low utilization of ERP-systems among small and medium-sized enterprises. Thisis due to several factors, primarily the cost of implementing the system and the necessary infrastructure.Subsequently due to the lack of knowledge, where there is no sufficientknowledge of the benefits arising from the use of an ERP-system in their business, and thereis a fear within the companies that its business would start stagnating.This paper investigates the implementation process of a Polish consulting company whichworks towards small and medium-sized businesses. The key success factors will be studied inthe implementation of ERP-systems, and the instance factors of the interrelationship betweenthe consultant and client from a consultant perspective. The review of the literature has beenidentified and discussed in relevance to the empirical study. The paper investigates the interplaybetween the client and consultants and how the dynamics between the involved partsaffect the outcome of use of the critical success factors and to which extent the consultingfirm is able to influence during the ERP-implementation process. The paper also scrutinizesimprovement potentials for the relationship process during the ERP-implementation and proposesareas of improvement for the consultant firm. At the same time, the paper can be beneficialas much for the client as for the consultant as an example framework in order to gain adeeper understanding for the interplay and how each actor's behavior affect the outcome andresult of the ERP-implementation.The study revealed that control and influence are shared between the parties involved, however,the following conclusions can be drawn that the consulting company is not in the positionto influence and control the factors that the customer has the final decision on which is; TopManagement Support, Clear Goals & Objectives, Change Management, ERP Teamwork andComposition, User Involvement and Use of Consultants. Based on the empirical data it alsoemerged that the lack of these factors has affected following implementation projects negatively.The factors consulting company can control and influence are; Business Process Redesign,Problem Solving Ability, Technological Infrastructure, Support, User Training, RiskManagement and Experience & Expertise. The client has very little control and influence overthese factors, where they are based mostly on the basis of the consultancies experience andexpertise. There is a complexity in the relationship between the consulting firm and its clientsin its ability to influence and control the critical success factors. Complexity of the extent thatone partner ignorance or unwillingness affects the other partners actions.The result from the control and influence analysis shows that there is a gap between thesmaller and larger regions at the Polish market regarding ERP-implementation. The resultgenerated in this study shows that the ERP-market in the smaller regions still remains underdevelopedand immature. In addition to this, the study shows that there is still a strong hierarchicalpower structure within organizations in the smaller regions. An aspect of the professionalculture in Poland is that those who are more experienced and at senior positions are lesswilling to share their expertise with juniors. The consequences of this emerge very clear duringthe implementation process amongst all critical success factors. The study also shows thatthe main difficulties identified during the implementation process are linked to human resourcesand high project costs. It is clear that clients in smaller regions are struggling with thehigh costs associated with ERP-implementation. The small- and medium sized enterprises inthe smaller regions seldom have the economy to cover the costs without help of EUfunding’s.Furthermore the result of the study also remark on organizational and social prob-lems during the ERP-implementation. The main problems that have been identified with clientsare associated with inadequate training, lack of support from management and users resistanceto a new system and change.

Professional services are one of the fastest growing industries, accounting for over US$330 billion in revenue, globally. The industry is also characterised by stiff competition among professional consulting firms. Thus, in order to survive and grow sustainably, consulting companies need to, not only deliver high quality services which surpass their clients’ expectations but, also nurture strong relationships with them.This study sought to understand the relationship between project delivery success and the strength of client-consultant relationships. It used the engineering consulting industry, focusing on public sector clients and consulting firms in South Africa. The methodology used focused on first establishing as to whether clients and consultants measure project delivery success and relationships using the same factors. It then tested the relationship between project delivery success and client-consultant relationships using the identified set of factors.Through a detailed literature review, project delivery factors were categorised into project success and project management success factors. In order to capture the different dimensions involved in project delivery and client-consultant relationships, frameworks were developed to adequately classify these factors. These frameworks were used in the design of the data collection instrument.The findings from the study indicated that clients and consultants measure project delivery success using fairly similar factors, which they also rated in a fairly similar way. However, the study established that clients and consultants neither evaluate relationships using the same factors, nor rate the factors in a similar way. It was also found that project delivery success does not necessarily result in strong client-consultant relationships.On the basis of these findings, the study established that product delivery success is results from the interaction of many factors within and beyond project boundaries. It also involves a variety of stakeholders with different expectations. Project success is more difficult to measure than project management success. Client-consultant relationships depend on the types of clients and consultants involved as well as the model of engagement used. These factors also influence the choice and priority given to different measurement factors.Thus, the study recommended the importance of active client-consultant engagement for clients and consultants to and understand these complex context-specific environments in structuring and defining problems and design relevant solutions. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted