Vicious and virtuous cycles in ERP implementation: a case study of interrelations between critical success factors

Abstract

ERP implementations are complex undertakings. Recent research has provided us with plausible critical success factors (CSFs) for such implementations. This article describes how one list of CSFs (Somers & Nelson, 2001) was used to analyse and explain project performance in one ERP implementation in the aviation industry. In this particular case, poor project performance led to a serious project crisis but this situation was turned around into a success. The list of CSFs employed was found to be helpful and appropriate in explaining both the initial failure and the eventual success of the implementation. CSFs in this case appeared to be highly correlated, ie changes in any one of them would influence most of the others as well. The reversal in performance after the project crisis was caused by substantial changes in attitudes with most of the stakeholders involved, such as top management, project management, project champion and software vendor.

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