Critical success factors for upgrade and implementation projects with matching (sorted by upgrade projects CSFs)
| Upgrade projects | Implementation projects | Comment |
|---|---|---|
| Project management | Project management | |
| External support | Vendor support | Implementation partners and consultants included in ERP team composition during implementation |
| ERP team | ERP team composition | Includes implementation partners and consultants in implementation |
| Multiple system landscape | – | Not relevant in implementation |
| System testing | Software testing and troubleshooting | |
| Communication | Communication plan | |
| Key user integration | – | Not or less relevant in implementation |
| Lessons learned | Post-implementation evaluation | Different focus of improvement for next upgrade projects vs success evaluation |
| Stick to the standard | – | Includes replacement of individually developed functionality, not applicable during implementation |
| Top management support | Top management commitment and support | Minor role in upgrades, only related to new functionality or modules |
| Resources and focus | – | Not relevant for implementation projects, which generally receive sufficient focus |
| Change management | Change management | Remains major in case of newly implemented functionality and processes |
| Data and code cleansing | – | Not relevant in implementation |
| Use of new potentials | – | Not relevant in implementation (respectively part of Business process re-engineering and customization) |
| – | Business plan and vision | Minor role in upgrade, as only minor changes in functionality are conducted and the basic strategy of the system remains |
| – | Business process re-engineering and customization | Minor role in upgrade, only related to new functionality or modules |
| – | User training and education | Minor role in upgrade, only related to new functionality or modules |
| – | Business case building | Not significant in upgrade |
| – | Selection of a project champion | Not significant in upgrade |
| – | Cultural change management | Not significant in upgrade |
| – | Management of IT legacy systems | Not significant in upgrade |
| – | Selection of ERP software | Not applicable in upgrade as provider is not changed during upgrade |
| Upgrade projects | Implementation projects | Comment |
|---|---|---|
| Project management | Project management | |
| External support | Vendor support | Implementation partners and consultants included in ERP team composition during implementation |
| ERP team | ERP team composition | Includes implementation partners and consultants in implementation |
| Multiple system landscape | – | Not relevant in implementation |
| System testing | Software testing and troubleshooting | |
| Communication | Communication plan | |
| Key user integration | – | Not or less relevant in implementation |
| Lessons learned | Post-implementation evaluation | Different focus of improvement for next upgrade projects vs success evaluation |
| Stick to the standard | – | Includes replacement of individually developed functionality, not applicable during implementation |
| Top management support | Top management commitment and support | Minor role in upgrades, only related to new functionality or modules |
| Resources and focus | – | Not relevant for implementation projects, which generally receive sufficient focus |
| Change management | Change management | Remains major in case of newly implemented functionality and processes |
| Data and code cleansing | – | Not relevant in implementation |
| Use of new potentials | – | Not relevant in implementation (respectively part of Business process re-engineering and customization) |
| – | Business plan and vision | Minor role in upgrade, as only minor changes in functionality are conducted and the basic strategy of the system remains |
| – | Business process re-engineering and customization | Minor role in upgrade, only related to new functionality or modules |
| – | User training and education | Minor role in upgrade, only related to new functionality or modules |
| – | Business case building | Not significant in upgrade |
| – | Selection of a project champion | Not significant in upgrade |
| – | Cultural change management | Not significant in upgrade |
| – | Management of IT legacy systems | Not significant in upgrade |
| – | Selection of ERP software | Not applicable in upgrade as provider is not changed during upgrade |
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