<p>An implementation project of an ERP system results in large changes. Organizations</p><p>that face an ERP implementation project have several risks to</p><p>consider in order to avoid problems that cause failures. The purpose of</p><p>this research is to extend existing models and create a method for implementation</p><p>of ERP systems. The method has then been employed to an</p><p>ongoing project at the department of Procurement and Supply at Ericsson</p><p>Mobile Platforms in Lund. Objectives for the research are to consider</p><p>which implementation strategy can be used and how an organization can</p><p>minimize risks.</p><p>The research approach and methodology is influenced by the qualitative</p><p>research method since it was necessary to gather qualitative facts instead</p><p>of quantitative facts. Included is also a case study due to the research is</p><p>executed within Ericsson Mobile Platforms in Lund.</p><p>There are two main opposite implementation strategies, Big Bang and</p><p>Step-by-Step. The choice of implementation strategy depends on number</p><p>of factors like the size of the organizations, complexity and resources.</p><p>A method of ERP implementation has been put forward as a result of the</p><p>integrated models. The method includes an overall model and a check list.</p><p>Risk identification is a problem that many implementation project faces, a</p><p>way to solve this is to make a careful risk analysis, a risk matirx with several</p><p>identified risks are putted forward throughout this study.</p>

Šiame darbe bus išanalizuoti pagrindiniai verslo valdymo sistemų diegimo modeliai ir apibendrintos jų charakteristikos. Darbo tikslas - apibendrinti esamus verslo valdymo sistemų diegimo modelius, tam kad jų diegimas taptų paprastesnis ir būtų sumažinta nesėkmingo adaptavimo rizika. Taip pat reikalinga pasiūlyti verslo valdymo sistemų diegimo metodiką, kurią būtų galima pritaikyti diegiant tokias sistemas. Diegiant ERP sistemas dažnai susiduriama su įvairiomis diegimo problemomis ir sunkumais. Pagrindinė jų - neteisingas sistemos integravimas ir adaptavimas prie konkretaus vartotojo poreikių, todėl reikalinga metodika padedanti šį procesą įvykdyti sklandžiai ir nepriekaištingai. / In this job the methods of Enterprise Resource Planning implementation and problems associated with a particular case of their adjustment are analyzed. The characteristics of these methods are summarized here. The most usable methods of Enterprise Resource Panning implementation are described here. The purpose of this job is to offer the optimum implementation method of Enterprise Resource Planning systems. Also it is necessary to generalize the main existing ERP implementation methods thereto its installation will be simpler and unfortunate adaptation risk will be reducing to the minimum.

La tesi si focalizza sull'implementazione di un sistema ERP in una organizzazione multinazionale con headquarters in Massachusetts, USA. Il metodo e' case study e l'approccio e' di tipo interpretativo. Sono studiati i processi di apprendimento (learning) di utenti e management che hanno permesso lo sviluppo di absorptive capacity. I risultati sottolineano l'importanza di processi di apprendimento di tipo "double loop". E' proposta una riconcettualizzazione del costrutto "absorptive capacity" ispirato all'originario framework di Cohen e Levinthal (1990)che rappresenta un modello di sintesi. / The dissertation concentrates on ERP implementation in a worldwide organization with headquarters in Massachusetts, USA. The method used is the case study and the approach is interpretive. The research points to learning processes which underpin the development of absorptive capacity. The findings highlight that double-loop learning is necessary to develop absorptive capacity. A reconceptualized model of absorptive capacity is provided based on the original construct of Cohen and Levinthal (1990).

In this thesis, implementations of Enterprise Resource Planning Systems are studied with a broader view. Pre-implementation preparations and post-implementation developments play key roles in the success of the ERP utilization of the companies. To find out how the success can be achieved, various concepts in ERP implementation are analyzed. Using analogies with the basic software development models, common application methodologies are studied. The study is completed with the analysis of an interesting and challenging ERP implementation experience, focusing on the important decision points.

The use of efficient information systems and technology has not only become a source of competitive advantage, but also a threshold criterion for organizational survival. In response, many organizations are utilizing Enterprise Resource Planning (ERP) systems (Baykasoglu and Gölcük, 2017, p. 256). ERP systems are software packages that integrate, centralize and automate a company’s information and commercial operations, regardless of the company’s size, diversity or geographical dispersion (Parr &amp; Shanks, 2000, p. 1). This thesis explores the use of hybrid project management approaches in the context of ERP implementation projects. Hybrid project management approach (PM) involves the blending of traditional and agile project management practices and principles. Although the use of a hybrid PM approach has appeared in research and seems to be utilized in practice, minimal empirical findings have been confirmed due to the infancy of the research topic. Emerging literature emphasizes the importance of context making the point that no single PM approach can be suggested as a “universal best practice” (Highsmith, 2009, p. 23; Leybourne, 2009, p. 524). The ongoing debate between academics and practitioners involves the choice of the PM approach that would lead to maximizing project benefits and achieving project success. Hybrid approaches are becoming increasingly popular as a way of answering the common paradox between flexibility (agile approaches) and structure (traditional approaches). The study was guided by the following research question: How are traditional and agile project management approaches blended in ERP implementation projects and what are the associated impacts? There is very limited research investigating the use of a hybrid project management approach for this type of projects. This study aimed to contribute to the research field, providing new insight to drive future research and useful implications for practitioners. Specifically, this study provides insight on how a hybrid approach is employed in practice, which principles and practices are used throughout the project lifecycle, the critical success factors, benefits, and challenges. Additionally, the factors that should be considered when determining the project management approach for ERP implementation projects are investigated. The findings were supported by the development of a framework and suggestions for future research.   Six in-depth semi-structured interviews with industry experts were conducted to gain insight on their opinions and experience in this specific context. Secondary data was collected, utilizing company documents and websites to support the findings. Following the exploratory purpose of this research and the underlying research question, the qualitative data analysis deployed a combination of a template approach and inspired grounded theory as an analytical tool. The data analysis approach utilized the development of themes a priori from the literature review, however the codes were generated directly through analyzing the collected primary data. Answering the research question, the study’s findings were reflected in a model, which also draws conclusions about how the various themes are related. In this framework, the critical success factors, such as the project team, project manager, and project planning, were considered important for using a hybrid project management approach, irrespective if the project management approach is more predominantly traditional, agile or an even combination. An assessment criterion is provided, to determine the best suited project management approach, including client, project manager and team, project specific, and external factors. The most important and used traditional and agile practices were then identified throughout the implementation phases. Finally, the benefits and challenges of using a hybrid PM approach for ERP implementation projects were outlined.

Companies are always trying to enhance their functioning to achieve a competitive advantage in a given market. Some of the tools that are used to improve organizational functioning include ERP systems. In fact, ERP systems are becoming very popular among firms, to the point where they are considered by some as an ailing business savior. Nevertheless, despite the attractive functions that an ERP system may display to an interested company, implementing such a system successfully is a task that is far from being easy. Several problems may arise in the implementation phase, and a failure to address them correctly can have terrible consequences on the general functioning of a firm. Two of the main factors that contribute to a failed ERP system implementation are training and resistance to change. A tool that may actually help with the ERP system implementation failure is ERP simulation. The main purpose of this thesis is to study the potential effect that ERP simulations can have on a potential ERP system user skills and knowledge, and thereafter find the potential impact that they may have while being used during an ERP implementation to facilitate training and reduce resistance to change. The tools that were used to successfully accomplish this research were a personal interview with an ERP simulation expert, a detailed survey with ERP simulation participants, and various information that were collected from books, articles, reports and websites. This thesis main results show that ERP simulations can enable ERP users to improve their knowledge of ERP systems effectively, and also have potential to contribute during the implementation phase by reducing the possible problems that may arise from the training and the resistance to    change perspectives.

ERP-implementationer är en komplex process som ofta stöter på problem. Det är väl känt och beror ofta på den stora komplexitet som verksamhetsförändringen medför. Trots att verksamheter spenderar betydande resurser på att investera i ett ERP ses många ERP-implementationer som misslyckade då förväntade fördelar och mål inte uppnås i verksamheten. Tidigare har ett flertal kritiska framgångsfaktorer identifierats. I denna studie undersöks relationen mellan två av dessa, förståelse för strategiska mål samt utbildning av användare. Studien undersöker hur en verksamhets arbete med strategiska mål inför och under en ERP-implementation kan påverka utbildning av användare. Studiens resultat visar att en verksamhets målarbete kan ha stor påverkan på utbildning av användare.

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 &amp; 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 &amp; 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.

This diploma thesis deals with Enterprise Resource Planning system Microsoft Dynamics AX2009 from theoretical but also practical point of view. Introductory chapters present MS Dynamics AX2009 on global market of ERP and within Microsoft Dynamics family products. Following chapters are concerned with implementation of this system and answering various questions, like why to implement MS Dynamics AX, where to find partner for implementation, how does implementation of information system proceed and from which MS Dynamics AX licence packages enterprise can be chosen. Practical part demostrates relations between modules of the system and describes functionality of selected modules. For easier understanding functionalities of the system are presented in a way that combines theoretical information with practical examples in Dynamics AX2009 system. After viewing this thesis, reader should have compact insight of MS Dynamics AX2009.

This diploma thesis covers the procedure of process optimalization within the project of design and implementation of automatic identification system in DTZ Liberec s.r.o. The theoretical part defines the general scope of business processes, their management and improvement. Furthermore, it gives an account of the fundaments of project management and presents the basic technologies of automatic identification, as well as possibilities for its use. The practical part describes the project and presents its outcomes. After introduction into company's situation, basic issues connected with project team assembly are outlined. The core of the practical part covers the identification of processes in areas, where automatic identification is being implemented, definition of specifics of their use and design of process changes with the goal of increasing their efficiency. In conclusion, the values of process measurement indicators, gained within the test run of the implemente system, are presented. The goal of the thesis is to propose process optimalization in chosen company using automatic identification technology.