<p>Affärssystem är en växande marknad och en självklarhet för många företag idag. Ett affärssystem kan medföra många fördelar, bland annat kortare ledtider, ökad datakvalitet och effektivare processer. För att genomföra ett så lyckat affärssystemsprojekt som möjligt behöver företag ta vissa faktorer i beaktning. Dessa faktorer kallas kritiska framgångsfaktorer. Denna studie behandlar sju kritiska framgångsfaktorer i syfte att se hur dessa beaktats i praktiken. Framgångsfaktorerna är projektplanering, projektstyrning, användarinvolvering och utbildning, förändringsledning, stöd från ledningen, korrekt data och övervakning och mätning. Vi har kommit fram till dessa genom att studera vetenskapliga artiklar och böcker. Undersökningen har utförts med en kvalitativ ansats där intervjuer genomförts på två företag, med en representant från vardera projektgrupp, som nyligen implementerat ett affärssystem. Även användare av affärssystemet på respektive företag har intervjuats för att få deras synvinkel på affärssystemsprojektet. Resultatet av undersökningen visar på att inget av företagen medvetet har tagit kritiska framgångsfaktorer i beaktning vid deras affärssystemsprojekt. De har inte tänkt på kritiska framgångsfaktorer i den bemärkningen, men ändå tagit hänsyn till vissa av de punkter som vi identifierat i teorin. Den slutsats vi kan dra är att företag kan lyckas med affärssystemsprojekt även om de inte tagit alla kritiska framgångsfaktorer i beaktning.</p> / <p>ERP systems is a growing market and very important for many businesses today. An ERP system can bring many advantages, including shorter lead times, improved data quality and more efficient processes. In order to execute successful ERP projects businesses need to take certain factors into consideration. These factors are called critical success factors. This study addresses seven critical success factors in order to see if these are taken into consideration in a real project. The seven critical success factors are project planning, project management, user involvement and training, change management, top management support, accurate data and monitoring and measuring. We identified these by studying scientific papers and books. The study was conducted with a qualitative approach in which interviews were conducted in two companies, with one representative from each project team, which recently implemented an ERP system. Users of the ERP system at each company were also interviewed to obtain their view on the ERP project. The result of the study shows that none of the companies deliberately took the critical success factors into consideration in their ERP projects. The companies had not thought of critical success factors in those terms but they still took some of the points that we had identified in the theory into consideration. The conclusion is that companies can succeed in ERP projects, even if they don’t take all of the critical success factors into consideration.</p>

Affärssystem är en växande marknad och en självklarhet för många företag idag. Ett affärssystem kan medföra många fördelar, bland annat kortare ledtider, ökad datakvalitet och effektivare processer. För att genomföra ett så lyckat affärssystemsprojekt som möjligt behöver företag ta vissa faktorer i beaktning. Dessa faktorer kallas kritiska framgångsfaktorer. Denna studie behandlar sju kritiska framgångsfaktorer i syfte att se hur dessa beaktats i praktiken. Framgångsfaktorerna är projektplanering, projektstyrning, användarinvolvering och utbildning, förändringsledning, stöd från ledningen, korrekt data och övervakning och mätning. Vi har kommit fram till dessa genom att studera vetenskapliga artiklar och böcker. Undersökningen har utförts med en kvalitativ ansats där intervjuer genomförts på två företag, med en representant från vardera projektgrupp, som nyligen implementerat ett affärssystem. Även användare av affärssystemet på respektive företag har intervjuats för att få deras synvinkel på affärssystemsprojektet. Resultatet av undersökningen visar på att inget av företagen medvetet har tagit kritiska framgångsfaktorer i beaktning vid deras affärssystemsprojekt. De har inte tänkt på kritiska framgångsfaktorer i den bemärkningen, men ändå tagit hänsyn till vissa av de punkter som vi identifierat i teorin. Den slutsats vi kan dra är att företag kan lyckas med affärssystemsprojekt även om de inte tagit alla kritiska framgångsfaktorer i beaktning. / ERP systems is a growing market and very important for many businesses today. An ERP system can bring many advantages, including shorter lead times, improved data quality and more efficient processes. In order to execute successful ERP projects businesses need to take certain factors into consideration. These factors are called critical success factors. This study addresses seven critical success factors in order to see if these are taken into consideration in a real project. The seven critical success factors are project planning, project management, user involvement and training, change management, top management support, accurate data and monitoring and measuring. We identified these by studying scientific papers and books. The study was conducted with a qualitative approach in which interviews were conducted in two companies, with one representative from each project team, which recently implemented an ERP system. Users of the ERP system at each company were also interviewed to obtain their view on the ERP project. The result of the study shows that none of the companies deliberately took the critical success factors into consideration in their ERP projects. The companies had not thought of critical success factors in those terms but they still took some of the points that we had identified in the theory into consideration. The conclusion is that companies can succeed in ERP projects, even if they don’t take all of the critical success factors into consideration.

An Enterprise Resource Planning (ERP) system implementation is a massive undertaking for any organization, and we have all heard about success and failure stories. This research study has identified the Critical Success Factors (CSF) after a successful ERP system upgrade at a pharmaceutical distribution company. The company of interest stores and distributes pharmaceuticals to pharmacies in Finland and Sweden. The company used an old version of the ERP system from 1999 that had been heavily modified over the years to cater for new regulations, business and customer requirements. The upgrade was a complete success, and the new version of the ERP system has been running without major issues ever since go-live in autumn 2016. The qualitative interpretive research was conducted by using two data collection methods, semi-structured interviews and card sorting to gather data from the participants. The participants were selected from the three (3) central roles in the project team to capture the perceived CSFs from several perspectives. The data was a subject for a thematic analysis process to generate codes, themes, and concepts within the extensive data set. The findings revealed that the reasons for the upgrade were the end of support for the ERP system, need for new features and to reduce platform dependency. The participants regarded a stable system after go-live with minimal impact on business and harm to customers as the primary definition of success. The ten (10) identified CSFs were; (1) Top management commitment and support, (2) Software analysis, testing and acceptance control, (3) Project team leadership, empowered decision makers, (4) Project management and (5) Strategy planning, scope and vision, (6) Involvement of end-users and stakeholders, (7) Data conversion and integrity, (8) Consultant selection and relationship, (9) Balanced team and (10) Project team: the best and brightest. Even though the ERP upgrade at the pharmaceutical distribution company was considered a success, there were several areas identified for improvements. The lessons learned was for example related to data quality and test data. The need to introduce new resources by learning from key resources before and during the ERP project. The project model and project organization were other areas that were identified for improvements to reduce administrative work and to obtain a better fit towards the company organization. Several similar ERP system upgrades and new implementations are planned the coming years, and the outcome of this thesis provides valuable guidelines and recommendations to the company. The research thesis will also contribute to the field of CSF analysis and ERP systems and offer suggestions for further research.

Dans le contexte actuel de compétition exacerbée, les Systèmes d’Information des Petites et Moyennes Entreprises se basent de plus en plus sur des progiciels tels que les ERP - Enterprise Resource Planning. Compte tenu de l’aspect standard de ceux-ci, il est nécessaire de gérer l’alignement entre les besoins réels de l’entreprise et les fonctionnalités standards de l’ERP. Pour ce faire, nous le considérons sous l’angle des risques en définissant le Risque de Non-Alignement (RNA). Sur la base d’un état de l’art du management des risques dans les projets, nous proposons de le traiter selon deux stratégies complémentaires d’optimisation anticipatives : l’une agissant sur son effet et l’autre, sur son occurrence. Notre état de l’art des méthodes d’ingénierie dirigée par les modèles, moyen pour mettre en oeuvre la première stratégie, montre que les processus d’alignement permettant d’identifier le nonalignement, d’évaluer son effet et d’y pallier restent trop macroscopiques pour traiter réellement le RNA. Notre état de l’art sur le management des facteurs de risque, moyen pour mettre en oeuvre la seconde stratégie, met en avant des lacunes au niveau des outils permettant d’identifier et traiter les facteurs agissant sur le RNA. Pour répondre à notre problématique, nous proposons, d’abord, la méthode « Model Driven - ERP Alignment » permettant de (1) guider finement l’identification du non-alignement sur la base de la norme de modélisation d’entreprise ISO 19440 ; (2) d’évaluer son effet et (3) d’y associer les décisions adéquates. Elle prend également en compte le niveau de granularité des activités ainsi que leurs interdépendances. Nous proposons également l’approche « Risk-Factor Driven - ERP Alignment ». Elle consiste en une démarche d’identification et de traitement des facteurs de risque (FR) sur la base des outils suivants : variables des FR, matrice des liens résiduels entre FR, classification des FR en fonction du cycle de vie du projet ERP et matrice FR / pratiques de gestion. Ce travail étant co-financé par la Région Alsace et une PME de la Région Strasbourgeoise, nous avons adopté une démarche de recherche / action qui a, entre autres, permis d’appliquer et valider nos contributions. / In the current context of fierce competition, the Information Systems of SME are increasingly based on “off-theshelf” products like the ERP - Enterprise Resource Planning - systems. As this kind of system offers a generic solution, the alignment between the company’s real needs and the ERP standard functionalities must be ensured. Therefore, we propose to define the so called Misalignment Risk (MR). Our literature review on project risk management leads us to propose two complementary strategies to manage the MR allowing its optimization: the first one works on the effect of the MR and the second one, on its occurrence. Our analysis of the model driven engineering methods, allowing the implementation of the first strategy, shows that: the alignment processes proposed to identify the misalignment, to evaluate its effect and to mitigate it are too macroscopic. Concerning the means to implement the second strategy, we highlight the weaknesses of the tools proposed to support the identification and treatment of the risk factors influencing the MR. We thus propose, firstly the “Model Driven -ERP Alignment” method allowing (i) the identification of the alignment and misalignment situations in a detailedmanner and on the basis of the ISO 19440 norm, (ii) the evaluation of its effect and (iii) its association to adequate decisions. The granularity level and the interdependencies of the processes’ activities are also taken into account. Secondly we propose the “Risk-Factor Driven - ERP Alignment” approach. It consists in the proposition of a process allowing the identification and treatment of risk factors (RF) influencing the MR. to succeed in following tools are set up: RF variables, RF residual link matrix, RF life cycle classification and RF / management practices matrix. As this work is supported by both the Region Alsace and a SME located near Strasbourg, we follow an action / research approach. It allowed us to apply and validate our contributions.