A RE-STRUCTURING OF THE ENTERPRISE RESOURCE PLANNING IMPLEMENTATION PROCESS
MICHAEL F. FRIMPON

Abstract
The low success rates of implementation of the very complex Enterprise Resource Planning (ERP) process are well documented. This paper has 2 objectives: (I) to compile the critical success factors (CSFs) from current literature, (ii) group CSFs that approximately attain the same objective into roles where the roles together accomplish the main goal of a Best ERP implementation. 28 critical success factors (CSFs) were obtained through an exhaustive search, and were partitioned into 5 newly created specialty roles of Top Management, Technology Management, Process Management, Change Management and Project Management. The confinement of the CSF interactions to within roles resulted in a dramatic reduction of pair wise comparisons from 378 to 79. Pair wise comparisons are a measure of interactions and concomitantly of complexity. Key words: Enterprise Resource Planning (ERP), Critical Success Factors (CSFs), Roles, Pair-wise Comparisons.

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