Causes and remedies for the dominant risk factors in Enterprise System implementation projects: The consultants’ perspective was written by Przemys?aw Lech on 29.02.2016.

This critique is about the Dominant Risk Factors affecting Enterprise Systems, implementation of various projects and the proposed remedies for the same from the consultants’ point of view. Research was completely based upon the qualitative techniques, which included e-mail interviews, semi-structured, personal interviews with consultants and also the observant. The process of qualitative research is largely causative, so it is possible to generate the meaning of the data from the research work CITATION Cre17 l 3081 (Creswell, 2017).The overall discussion was further grouped into sub categories like “scope and the cost of the project, communication between the project groups, Used strategies and methodologies, the dedicated consultants, the executing and monitoring team” CITATION Lec16 l 3081 (Lech, 2016).

To manage the efficiency of the enterprise systems, one should maintain correct attitude and complete information transparency CITATION AlJ15 l 3081 (Al-Jabri, 2015). Research tells that overall success depends upon the critical success factors. Categorization of the critical success factor were made for the general project management, which included analysis of the data and software and also testing and fixing of the key issues. Along with these factors, the external consultants should also be chosen wisely because their skills and knowledge have an impact on the outcome of the project CITATION Hai03 l 3081 (Haines, 2003).

On the basis of a survey, writer ranked the most influential risk factors from the consultant’s point of view. Consultants had many expectations from the client, they wanted the client to engage themselves completely into the project activities. The major risk factor mentioned in the article is the determination of the scope of project. If in any case, any changes occur where the client organization or the budget changes, it will become obligatory to adjust the scope and budget of the project accordinglyCITATION Lec13 l 3081 (Lech, 2013).There are few superior factors about the article like it helps to understand the risks in the enterprise systems from the client’s point of view, which will further be useful for them to address the major issues related to the clients. The overall idea is about the risk factors that maximum amount of organizations face nowadays is briefly discussed and evaluated in this article. This makes it a very useful piece of writing for other start-ups or developing organizations to think and work accordingly.
After a detailed study of this paper, I also found a couple of limitations in it. One of which is that the study of ES risks has been analyzed by the consultant’s point of view. The overall study must contain consultants’ as well as the clients’ approach, as both the parties play an integral role in the implementation of the project. The development of an enterprise system is hugely dependent on team work, and hence the barrier between the two parties must be removed. Consultants can develop problem solving relationships with the clients at an early stage in order to be ready for the bigger obstacles and ensure success through all of them.
Conclusion:
Indeed, it is essential to fully understand the risks and the remedies of the Enterprise systems. The consultant’s approach alone will not help the client understand the issues. But, if they can work together in tandem, it will help them overcome the risks effectively. The piece, when taken as a whole, is convincing in theory but never lays out the tactile way of approaching this complex issues as it is biased.

References
BIBLIOGRAPHY
Al-Jabri, I. M. (2015). Adoption of ERP systems: Does information transparency matter? Telematics and Informatics, 32(2), 300-310.

Creswell, J. W. (2017). Research design, qualitative, quantitative and mixed methods approaches. Sage publications.

Haines, M. N. (2003). Implementation partner involvement and knowledge transfer in the context of ERP implementations. International journal of human-computer interaction, 16(1), 23-38.

Lech, P. (2013). Time, budget, and functionality?—IT project success criteria revised. . Information Systems Management, 30(3), 263-275.

Lech, P. (2016). Causes and remedies for the dominant risk factors in Enterprise System implementation projects: the consultants’ perspective. SpringerPlus, 5(1), 238.

Post Author: admin