Många ERP-implementeringsprojekt går över planerad budget och planerade tidsramar. Tidigare forskning har resulterat i ett ramverk av kritiska framgångsfaktorer som bör beaktas under ett implementeringsprojekt. Hur väl stämmer denna tidigare utvecklade teoretiska bild av kritiska framgångsfaktorer överens med svenska ERP-konsulters bild av implementeringsarbetet idag? Syftet är att klargöra om ett tidigare utvecklat ramverk av kritiska framgångsfaktorer är aktuellt för dagens ERP-implementeringar. En litteraturstudie utfördes och följdes av fem kvalitativa semistrukturerade intervjuer på fem etablerade svenska ERP-konsultfirmor. Studien noterade flera likheter mellan det teoretiska ramverket samt uppfattningarna hos de svenska affärssystemskonsulterna. Områden som projektplanering ansågs vara av yttersta vikt. Ett antal skillnader upptäcktes också. Det ansågs kritiskt att personal har möjlighet att lägga ner den tid som behövs. Vidare ansågs god kommunikation vara en grundläggande komponent. / Many ERP-implementation projects require more time and money than expected. Previous research has developed a framework consisting of several critical success factors that need to be considered during implementation projects. How well does the earlier developed theoretical picture of critical success factors align with the picture of several Swedish ERP-consultants today? The purpose is to clarify if a previously developed framework of critical success factors are applicable to current ERP-implementation projects. A literature study was performed and followed by five qualitative semi structured interviews at five established Swedish ERP-consulting firms. The study noted several similarities between the theoretical framework and the opinions of the Swedish ERP-consultants. Areas such as project planning proved to be of vast importance. A few differences were also revealed, such as the great significance of having the time necessary as well as proper communication.

The Covid-19 pandemic has affected the world globally and the way humans conduct their work today. Face-to-face meetings have since before the pandemic been the most standard and effective way to do business, but due to the recommendations from the Swedish Public Health Agency workshops conducted by ERP-consultants does now have to be executed digitally. The transition from physical to digital meetings has imposed major challenges for consultants such as replicating the communication, lack of engagement and a higher risk for becoming fatigued. However, there is little to no research from an ERP-consultant's perspective on how to facilitate and conduct workshops as well as how it has now been affected by the ongoing global pandemic. Therefore, the purpose of the study is to gain an understanding of workshops conducted by ERP-consultants, comparing the process of a traditional workshop to digital workshops. In addition, understanding which strengths and weaknesses can be found with traditional and digital workshops. The study also aims to create guidelines that will help ERP-consultants to achieve higher quality in digital workshops. The data was gathered via semi-structured interviews with five ERP-consultants and was split into two stages; first stage aimed at identifying strength and weaknesses, further the second stage of interviews aimed at evaluating the created guidelines. From the interviews several strengths and weaknesses were identified, and the weaknesses acted as a foundation for the creation of the five guidelines. In conclusion, 1) there are strengths in traditional workshops that are lost in digital workshops, and 2) there are added strengths in digital workshops that could not be fulfilled in traditional workshops.  Lastly, the study found that the traditional workshop and the face-to-face communication can not be fully replaced by the digital as it is human nature to connect and socialize with other people.